Regarding our third research question, Table 3 also
reports on the relationship between CEO background
and the management style in which they use the MIS.
We observe that CEOs’ administrative background is
positively related to a dominant diagnostic use of MIS,
whereas the clinical background is positively related to
an interactive use of MIS. Overall, the results showthat
CEOs use MIS more diagnostically than interactively,
in line with their dominant administrative background.
In addition,Table 4 shows that the use of financial information,
the use of MIS for performance evaluation and
the use of MIS in a diagnostic way are correlated. This
is also true for the use of non-financial information, the
use of MIS for resource allocation and the use of MIS
Regarding our third research question, Table 3 alsoreports on the relationship between CEO backgroundand the management style in which they use the MIS.We observe that CEOs’ administrative background ispositively related to a dominant diagnostic use of MIS,whereas the clinical background is positively related toan interactive use of MIS. Overall, the results showthatCEOs use MIS more diagnostically than interactively,in line with their dominant administrative background.In addition,Table 4 shows that the use of financial information,the use of MIS for performance evaluation andthe use of MIS in a diagnostic way are correlated. Thisis also true for the use of non-financial information, theuse of MIS for resource allocation and the use of MIS
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