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 the

possibility 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 (ไทย) 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 the possibility of a significant • Relationship between low usage of Information and High Performance Broad Scope MAS 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 (ไทย) 3:

方法样品参与研究设计识别提供了广阔的范围lnfor•组织在MAS信息。这是必要的！它可能llry LS范围宽广的MAS信息使用率低可能是由于缺乏可用性。此外，增强的性能可能会出现作为管理人员从其他管理的信息系统（管理信息系统）的广泛的范围信息的结果发生。这引发了宽范围的MAS信息和高性能，这显然违背了虚拟表l营销经理•低使用率的一个显着的关系的可能性。也有必要检查如果营销和生产活动需要不同层次的任务不确定性。此外，JT是确认本研究市场营销活动面临比生产更高水平的任务较不可行的预期的重要。这是必要的是预期，这是只有在这种情况下，营销fuces比生产功能dlfferentlatlon进行将适度范围宽广的信息进行使用效果更高水平的不确定性•。20制造一个lnltlal样本！客栈采用1000个或更多的人was'jdentlfied从manulilcturlng目录。尺寸为的llkcllhood，firmswould•拥有正式的财务控制系统的一个指标。最初接触的增值业务和''ihe主要高管获得的研究公司的参与。”朱鹭提供了一份12公司。证据表明，它是马航提供公司财务总监和高级管理人员接受采访时收集到的数据来自于广泛的范围信息。LBT JSE数据。经实地走访确认。决策的机制。•将MAS产生范围广泛的信息所需的芬兰人的MAS提供在以下三个方面的信息：（1）非•金融以及金融lnfor•matlon（例如指标报废，机下­时间以及生产成本；交货时间在天以及提高销售额提高dcllvery）；（2）未来的信息以及历史性的预计产品价格和生产成本以及历史和当前的价格和成本；在probablllstlc形式呈现的信息（至少是有可能的，最有可能的是，最乐观的）以及过去的趋势数据）；（3）对外部因素的信息以及内部数据（如竞争对手的麻省理工”。市场份额以及公司预算促销）。在这些标准的基础上，五家公司被认定为提供广泛的范围内的信息。另外，在初始访谈，高级管理人员被要求确认他们的营销活动面临高度不确定性和生产活动•面临低水平的不确定性•。这五家公司在提供范围广泛的MAS依据选择•部分经理表明所有的生产活动比营销更cemdn任务。从五个选定的公司，一个样本的营销和46个生产经理是29确定参加这项研究。选择管理者是由行政长官，所以5amplewasnotstrictlyrandom。数据collccted从职能经理对•使用范围广泛MAS信息的程度。此外，这些经理们提供他们的水平的不确定性perceptlom数据it'j.任务。最后，职能经理的上司对下属的绩效进行了正式的评价。