Managers' Information Search Behavior Using Executive Information Systems

Which characteristics of managers ’ information search behavior distinguish successful from less successful use of (executive) information systems. 3 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 behavior 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. Over the last years we are seeing a rapid increase in decision-making effectiveness and efficiency. Using a access to and use of large amounts of data for managers black-box input-output model in studying these and/or their professional staff through the use of situations enables us to “replace the decision maker (executive) information systems. With a focus on with a model” (Libby, 1981, p. 3) thereby, in principle, information search, i.e., data retrieval and providing a good basis for the design of prescriptive manipulation, these systems aim primarily at providing improvements. However, the resulting mathematical support for the critical predecisional phases of situation model does not provide insight as to how and why the assessment and diagnosis (Kirschenbaum, 1992; underlying decision process takes place. Using an Watson, Rainer and Koh, 1991). Providing constructive accounting example, Wright (1977) demonstrated that guidance for the design and use of these systems seemingly minor changes in decision task or decision requires a thorough understanding of the underlying maker can lead to radical differences between predicted cognitive processes. Although this need has often been (mathematical model) and actual behavior (see also recognized (see e.g., Todd & Benbasat, 1987, 1992; Kotteman and Remus, 1990). Knowing how and why Ford et al., 1989) few studies that examine these decision processes take place will allow us to develop a process aspects have emerged in the IS literature. more robust, generalizable model as a basis for Most studies of decision making and the role of IS prescriptive improvement. This illustrates the essence focus on the effects of manipulating certain IS to “open the black box of decision making” (Todd 8~ characteristics on either objective or perceived Benbasat, 1987). 1060-3425/96 $5.00