POLITICS OF IMPLEMENTING EIS_s

Abstract

The potential of an executive information system (EIS) to provide executives with easy access to strategic information often threatens influential organizational members, who may resist the system's implementation by engaging in political games. Seven guidelines that minimize the impact of organizational politics on the EIS implementation process can maximize the project's chances for long–term success.

Additional information

Notes on contributors

Keith Overton

KEITH OVERTON is a systems support analyst at Morgan Keegan and Co. in Memphis TN.

Mark N. Frolick

MARK N. FROLICK is associate professor of management information systems

Ronald B. Wilkes

RONALD B. WILKES is assistant professor of management information systems at the Fogelman College of Business and Economics of the University of Memphis in Memphis TN.