Managers' information search behaviour using executive information systems

Which characteristics of managers' information search behaviour distinguish successful from less successful use of (executive) information systems? This article addresses this question by employing a new process-tracing approach in an exploratory laboratory study with fifty managers as participants. Building upon and extending existing theoretical models, three main factors are identified relating to information search behaviour that together explain 31% of the variance in the objectively assessed outcome performance. Key characteristics are the initial use of a broad and structured 'checklist' scanning approach, followed by a limited number of strongly focused deeper investigations. An explanatory model relating the above and other characteristics of decision-making processes to various aspects of outcome performance, and its implications for both IS research and the design and use of (executive) information systems are discussed.

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