Executive Information Systems: The Case of the Missing Executive Brian Fitzgerald Executive Systems Research Centre University College Cork, Cork, Ireland Abstract Executive information systems (EIS) are the most-recent computer-based information systems to have emerged with the intention of providing executives with the information they require to run their businesses. Some advocates of these systems see them as a panaceathe long-awaited moment when computing will provide meaningful and significant assistance to top management. However, others have questioned the extent to which these systems are suited to executive work, and see them as yet another passing fad in a field that has had more than its share of the same. This paper discusses some of the potential benefits to executives that have been identified in the literature as arising from the use of EIS. The results of a field study which investigated the extent to which EIS are actually used by executives are reported. The findings corroborate the now widespread finding that executives are not the main users of EIS. Some reasons for this are identified and possible remedies are suggested. Keywords: Executive information systems (EIS), executive support systems (ESS), field study 1. The Emergence of EIS and the Potential Benefits of EIS for Executives The concept of providing information to executive management is not something newonly its computerisation is new. Given that top management have up to now succeeded in acquiring the information they need to run their business without direct access to computer- based information systems, the question arises as to why EIS are now achieving prominence. The literature suggests a number of broad factors as relevant: firstly, there is a ‘pull’ factor in that executives are suggested to be more computer-literate and willing to become direct users of computer systems (cf. Houdeshel and Watson, 1987; Paller and Laska, 1990; Rockart and Crescenzi, 1984; Rockart and De Long, 1988; Rockart and Treacy, 1982; Watson et al., 1991). For example, a recent survey suggests that more than twenty percent of senior executives have computers on their desks (Paller and Laska, 1990), although there are wide variations in the estimates as to how many executives are direct users of computersfrom as low as one percent of executives (Rae, 1986) to a figure of ten percent (Rockart and De Long, 1988). A number of arguments have been put forward to explain this increased use of computers at executive level. For example, it has been suggested that middle managers who have been making direct use of computers in their daily work are now being promoted to executive level (Paller and Laska, 1990). This new breed of executives do not exhibit the fear of computer technology that has characterised executive management up to now and are quite