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Executive information systems (EIS) are relatively new, Windows‐based software products which enable executives to access information easily. Historically, executives have been reluctant to use computers, principally because they did not know how and had no inclination to learn about them. Executives must have timely and accurate information to make effective decisions. EIS gives them this information by allowing them to access internal and external databases for information in a summarized form, then drill down on a specific area to see backup detail. As modern organizations reduce the workforce to implement cost‐cutting measures in a difficult economy, executives find themselves in a position of attempting to maintain or increase efficiency with fewer employees. Increasingly, they turn to technology to fill this gap, relying on various information systems including EIS.

The strategic management literature emphasizes the concept of business intelligence (BI) as an essential competitive tool. Yet the sustainability of the firms’ competitive advantage provided by BI capability is not well researched. To fill this gap, this study attempts to develop a model for successful BI deployment and empirically examines the association between BI deployment and sustainable competitive advantage. Taking the telecommunications industry in Malaysia as a case example, the research particularly focuses on the influencing perceptions held by telecommunications decision makers and executives on factors that impact successful BI deployment. The research further investigates the relationship between successful BI deployment and sustainable competitive advantage of the telecommunications organizations. Another important aim of this study is to determine the effect of moderating factors such as organization culture, business strategy, and use of BI tools on BI deployment and the sustainability of firm’s competitive advantage.

This research uses combination of resource-based theory and diffusion of innovation (DOI) theory to examine BI success and its relationship with firm’s sustainability. The research adopts the positivist paradigm and a two-phase sequential mixed method consisting of qualitative and quantitative approaches are employed. A tentative research model is developed first based on extensive literature review. The chapter presents a qualitative field study to fine tune the initial research model. Findings from the qualitative method are also used to develop measures and instruments for the next phase of quantitative method. The study includes a survey study with sample of business analysts and decision makers in telecommunications firms and is analyzed by partial least square-based structural equation modeling.

The findings reveal that some internal resources of the organizations such as BI governance and the perceptions of BI’s characteristics influence the successful deployment of BI. Organizations that practice good BI governance with strong moral and financial support from upper management have an opportunity to realize the dream of having successful BI initiatives in place. The scope of BI governance includes providing sufficient support and commitment in BI funding and implementation, laying out proper BI infrastructure and staffing and establishing a corporate-wide policy and procedures regarding BI. The perceptions about the characteristics of BI such as its relative advantage, complexity, compatibility, and observability are also significant in ensuring BI success. The most important results of this study indicated that with BI successfully deployed, executives would use the knowledge provided for their necessary actions in sustaining the organizations’ competitive advantage in terms of economics, social, and environmental issues.

This study contributes significantly to the existing literature that will assist future BI researchers especially in achieving sustainable competitive advantage. In particular, the model will help practitioners to consider the resources that they are likely to consider when deploying BI. Finally, the applications of this study can be extended through further adaptation in other industries and various geographic contexts.

An executive information system (EIS) is a high‐reward, high‐risk project and is often developed with high expectations which end in failure. There exist significant barriers to the creation of a successful EIS. However, as more lessons are learned from previous failed attempts, many innovations have been put in place by EIS practitioners to overcome these barriers. This article presents an empirical study to find out what the significant barriers are and how best practices have been adopted to achieve a successful EIS implementation. By linking the implications of best EIS practice to TQM disciplines, a model of successful EIS implementation is proposed.

The views of 25 chief executive officers and their information systems executives on the utility of information systems in their organizations were examined. A gap was detected between these two groups of executives with regard to their satisfaction with information systems and those who run them. It is concluded that such a gap must be eliminated through training and education, if information systems are to be effective in achieving a strategic competitive advantage for the organization.

Examines the views of 25 chief executive officers and their information systems executives on the utility of information systems in their organizations. Detects a gap between these two groups of executives with regard to their satisfaction with information systems and those who run them. Concludes that such a gap must be eliminated through training and education, if information systems are to be effective in achieving a strategic competitive advantage for the organization.

Discusses the use and impact of executive information systems(EISs) for financial institutions. Describes the functions of EISs and suggests the essential elements of a good one: integration of data from multiple sources; timely information reporting; individualized and user friendly. shows how EISs can be used by managers in financial institutions for strategic advantage.

Information technology plays a significant role in a global organization. Senior executives of these organizations need constant and timely access to global information for making decisions. This information originates in different places worldwide for a global organization and needs to be organized before it can be used for decision‐making. The organization and management of global corporate data presents unique challenges. This paper discusses the data organization and management related issues for developing a global executive information systems (EIS) for senior executives of global companies. The objective of a global EIS is to provide executives with a consistent, integrated and summarized view of operational data from subsidiaries worldwide. The global EIS also provides access to external data that is captured from different sources. The system facilitates integrating the internal and external data for effective decision‐making.

Notes that, like the technology itself, almost all research in information systems originates in Western countries, particularly the USA, where conditions are very different from developing countries. In order to examine the implications of transferring information technology to the developing countries, identifies four Turkish organizations which had pioneered executive information systems (EIS). Conducts extensive interviews with both the executive users and the support staff explaining that the scarcity of EIS applications in the country required such a qualitative case‐study approach. Observes that conditions in developing countries are greatly different from those of developed countries, and the reasons for research into such differences in conditions are manifold, the maturity level of IT and the sociocultural environment being the most important aspects. Concludes that the cultural environment has very important implications for organizational and managerial practices as well as for the implementation of information technologies which attempt to provide increasingly close support to managerial decision making.

Computer self‐efficacy (CSE) is generally considered to have a positive effect on information systems use. Its effect on using executive support systems (ESS), however, has not been studied. This research elucidates the effect of CSE on ESS use by undertaking a field study on a group of 16 executives in the construction industry. The results indicate that executives with a lower CSE prefer more powerful systems (i.e. ESS with both analytical and intuitive tools). Executives with a higher CSE, on the other hand, prefer systems consisting of tools that can cognitively fit the task they perform. Implications for future application and research are discussed.

Executive information systems (EIS) have certain unique characteristics that differentiate them from other information systems in both their development and diffusion patterns. This paper utilizes 11 case studies to assess the diffusion of EIS in organizations. The paper examines the critical aspects of EISs in these organizations and specifically attempts to achieve two goals: to analyze and compare the shape of the EIS diffusion curves among these organizations, thereby generating a list of factors that have a bearing on the pattern of diffusion and to advance the conceptual model and composition of the emerging Web‐based EIS. The findings clearly indicate that the traditional EIS has given way to Web‐based resources and the diffusion of EIS does indeed vary from the traditional S‐shaped curve, consistent with most information technology applications. The significance of this study is that it captures the transition of traditional EISs to the new Web‐based information systems that cater to the demands of a highly diversified audience. The paper also presents a quantitative argument, including diffusion models, which explain the EIS adoption in an organization. Finally, the case studies provide some unique insights into the issues relating to these types of systems.