| Summary: | Executive Information Systems (EIS) are information systems designed for the direct use of the Executive to access business relevant information, including information about customers, competitors, key performance indicators, internal operations, stock prices and news. Classified as high-risk projects, just like any other IS projects, organizations have been cautious and critical in ensuring EIS successful implementation and continuous usage by their intended users, the Executives. Unilever South Africa is no exception, and would thus like to ensure a successful implementation and acceptance of its EIS. An EIS system that once implemented will be used, accepted and adopted by executives to drive the achievement of its strategic objectives. This research is intended to investigate and identify potential factors that are likely to affect user acceptance, usage and adoption of an EIS implemented by Unilever South Africa. The research investigation was based on a proposed model derived from Davis (1989) Technology Acceptance Model (TAM) that explores the phenomena of 'perceived usefulness' and 'perceived ease of use', as drivers of user acceptance and illustrates the dynamics of the factors that affect the users' acceptance of the system. The research data was obtained via questionnaires and semi-structured interviews of users from the Unilever EIS user group. The feedback obtained was then analysed and tested against three hypotheses. All three hypotheses were accepted leading to the conclusions that: (a) Users' attitudes towards usage of the Unilever EIS are positively influenced by both their 'perceived usefulness' and 'perceived ease of use' of the system. (b) The Unilever EIS users' 'perceived usefulness' of the system positively influences their 'perceived ease of use' of the system. (c) The Unilever EIS users' 'perceived ease of use' of the system has a greater influence on their attitude towards the system usage than their 'perceived usefulness' of the system. === Thesis (MBA)-University of KwaZulu-Natal, 2005.
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