METHODSampleThe research design Inv

METHOD

Sample
The research design Involved Identifying organizations that provided broad scope lnfor•
mation within the MAS. This was neces'!llry as it ls possible that low usage of broad scope MAS Information could be due to lack of availability. Furthermore, enhanced performance could occur as a consequence of managers sourcing broad scope Information from other manage• ment Information systems (MIS). This raises thepossibility of a significant relationship between • low usage of broad Scope MAS Information and high performance which Is clearly contrary to the hypothesized efl'ect for marketing managers. It was also necessary to examine lf marketing and production activities meed different levels of task uncertainty. Moreover, Jt was Important to confirm the expectation of this study that marketing activities faced higher levels of task uncertalnty than production. This was necessary as lt was expected that It ls only In situations where marketing fuces higher levels of un• certainty than production that functional dlfferentlatlon will moderate the effect of the use of broad scope Information onperformance.
An lnltlal sample of 20 manufacturing !inns
employing 1000 or more people was'Jdentlfied from a manulilcturlng directory. Size was used as an Indicator of the llkcllhood that firmswould• possess formal financial control systems. Initial contact 'Vas made wlth''ihe chlef executives to gain the participation of the firms In the study. 'Ibis provided a list of 12 firms.
Evidence that lt was the MAS that provided
broad scope Information was derived from data collected by Interview with the company finance director and senior managers. 'lbt.Jse data
were confirmed by site visits. The decision mechanism employed .•to categorize MAS as generating broad scope Information required finns' MAS to provide Information In the following three areas:
(1) non•financlal as well as financial lnfor• matlon (e.g. Indicators of scrap, machine down­ time as well as production costs; delivery times In days as well as Improved sales dollars from Improvements In dcllvery );
(2) future Information as well as historic
projected product prices and costs of production as well as historic and current prices and costs; information presented In probablllstlc forms (least likely, most likely, most optimistic) as well as past trend data);
(3) Information on external fuctors as well as
Internal data (e.g. competitors' mit'.ket share as well as the company's budget for marketing promotions).
On the basis of these criteria, five firms were identified as providing broad scope MAS Information.
Also, during Initial Interviews, senior managers were asked to Identify whether their marketing activities faced high levels of uncertainty and production activities•faced low levels of uncer• tainty. For the five firms selected on the basis of providing broad scope MAS,•sentor managers
Indicated that all the production activities Involved more cemdn tasks than those In marketing.
•From the five selected firms, a sample of 29 marketing and 46 production managers was
Identified to participate In the study. Selection of managers was made by the chief executive, sothe 5amplewasnotstrictlyrandom. Data were collCcted from functional managers on the extent of •their use of broad scope MAS Information. In addition, these managers provided data on their perceptlom of the level of uncertainty Involved it'J. their tasks. Finally, the superiors of functional managers provided a formal evaluation of their subordinates' performance.

ผลลัพธ์ (อังกฤษ) 2:

METHOD Sample The Research Design Involved Identifying organizations that provided Broad scope Lnfor • Within the MAS mation. This was neces'! Llry as it ls possible that low usage of broad scope MAS Information could be due to lack of availability. Furthermore, enhanced performance could occur as a consequence of managers sourcing broad scope Information from other manage • ment Information systems (MIS). This raises thepossibility of a significant relationship between • low usage of broad Scope MAS Information and high performance which Is clearly contrary to the hypothesized efl'ect for marketing managers. It was also necessary to examine lf marketing and production activities meed different levels of task uncertainty. Moreover, Jt was Important to confirm the expectation of this study that marketing activities faced higher levels of task uncertalnty than production. This was necessary as LT was expected that It LS only In Situations where Marketing Fuces higher levels of un • certainty than Production that functional Dlfferentlatlon Will moderate the Effect of the use of Broad scope Information Onperformance. An Lnltlal sample of 20 Manufacturing! Inns employing in 1000. or more people was'Jdentlfied from a manulilcturlng directory. Size was used as an Indicator of the llkcllhood that firmswould • possess formal financial control systems. Initial contact ' Vas made ​​wlth''ihe chlef executives to gain the participation of the firms In the study. 'Ibis provided a list of 12 firms. Evidence that LT was the MAS that provided Broad scope Information Collected by Data was derived from Interview with the Company Finance Director and senior Managers. 'Lbt.Jse Data were confirmed by Site visits. The decision mechanism employed. • to categorize MAS as Generating Broad scope Information required finns' MAS to provide Information In the following Three areas: (1) non • Financlal as well as Financial Lnfor • Matlon (eg Indicators of scrap, Machine down time as. Production costs as well; Delivery times days as well as Improved Sales In dollars from Improvements In Dcllvery); (2) Information as well as Historic Future projected product prices and costs as well as Production of Historic and current prices and costs; In Probablllstlc information Presented Forms (Least likely, Most likely, Most optimistic) as well as Past Trend Data); (3) Information on External Fuctors as well as Internal Data (eg competitors' share Mit'.ket as well as the Company's Budget. for Marketing Promotions). On the basis of these criteria, Five firms were identified as providing Broad scope MAS Information. Also, during Initial Interviews, senior Managers were asked to Identify whether their Marketing activities faced High levels of uncertainty and Production activities • faced low. levels of uncer • tainty. For the Five firms selected on the basis of providing Broad scope MAS, • Sentor Managers Indicated that all the Production activities Involved more Cemdn Tasks than those In Marketing. • From the Five selected firms, a sample of 29 Marketing and 46 Production Managers was Identified. to participate In the study. Selection of managers was made ​​by the chief executive, sothe 5amplewasnotstrictlyrandom. Data were collCcted from functional managers on the extent of • their use of broad scope MAS Information. In addition, these managers provided data on their perceptlom of the level of uncertainty Involved it'J. their tasks. Finally, the superiors of functional managers provided a formal evaluation of their subordinates' performance.

ผลลัพธ์ (อังกฤษ) 3:

METHOD.Sample.The research design Involved Identifying organizations that provided broad scope lnfor -Mation within the MAS. This was neces'! Llry as it ls possible that low usage of broad scope MAS Information could be due. To lack of availability. Furthermore enhanced performance, could occur as a consequence of managers sourcing broad scope. Information from other manage - ment Information systems (MIS). This raises thepossibility of a significant relationship. Between - low usage of broad Scope MAS Information and high performance which Is clearly contrary to the hypothesized EFL ect. ' For marketing managers. It was also necessary to examine lf marketing and production activities meed different levels of. Task uncertainty. Moreover Jt was, Important to confirm the expectation of this study that marketing activities faced higher. Levels of task uncertalnty than production. This was necessary as LT was expected that It LS only In situations where marketing. Fuces higher levels of un - certainty than production that functional dlfferentlatlon will moderate the effect of the use. Of broad scope Information onperformance.An lnltlal sample of 20 manufacturing! Inns.Employing 1000 or more people was' Jdentlfied from a manulilcturlng directory. Size was used as an Indicator of the llkcllhood. That firmswould - possess formal financial control systems. Initial contact 'Vas made wlth.' 'IHE chlef executives to gain. The participation of the firms In the study. 'Ibis provided a list of 12 firms.Evidence that LT was the MAS that provided.Broad scope Information was derived from data collected by Interview with the company finance director and senior, managers. Lbt.Jse data. 'Were confirmed by site visits. The decision mechanism employed. - to categorize MAS as generating broad scope Information. Required Finns' MAS to provide Information In the following three areas:(1) non - financlal as well as financial lnfor - matlon (e.g. Indicators of scrap machine), down time as well as production. Costs; delivery times In days as well as Improved sales dollars from Improvements In dcllvery);(2) future Information as well as historic.Projected product prices and costs of production as well as historic and current prices and costs; information presented. In probablllstlc forms (least likely most likely, most optimistic), as well as past trend data);(3) Information on external fuctors as well as.Internal data (e.g. Competitors' MIT '. Ket share as well as the company' s budget for marketing promotions).On the basis of, these criteria five firms were identified as providing broad scope MAS Information.Also during Initial, Interviews senior managers, were asked to Identify whether their marketing activities faced high levels. Of uncertainty and production activities - faced low levels of uncer - tainty. For the five firms selected on the basis of. Providing broad scope MAS - sentor, managers.Indicated that all the production activities Involved more cemdn tasks than those In marketing.Education From the five, selected firms a sample of 29 marketing and 46 production managers was.Identified to participate In the study. Selection of managers was made by the, chief executive sothe 5amplewasnotstrictlyrandom.? Data were collCcted from functional managers on the extent of - their use of broad scope MAS Information. In addition these,, Managers provided data on their perceptlom of the level of uncertainty Involved it 'J. Their tasks. Finally the superiors,, Of functional managers provided a formal evaluation of their subordinates' performance.