This paper proposes a questionnaire to be added to the inventory of well-developed management information system MIS instruments. In particular, an instrument is presented and tested that measures information system success, at the individual level, in cross-cultural environments. Few MIS instruments have been tested outside the homogeneous domestic environments in which they were developed. Yet the variables such instruments attempt to measure are often operationalized in heterogeneous global environments. Information systems are very costly, especially those implemented globally. Accordingly, the development of a global research instrument that measures the variables that influence successful outcomes is important. The MIS instrument presented in this paper offers the international manager a means by which information system success can be measured at the individual level. In cases of low levels of success, intervention strategies can then be formulated to improve system success in meeting the individual user's needs.
{"title":"Measuring Information Success at the Individual Level in Cross-Cultural Environments","authors":"Michael Ishman","doi":"10.4018/IRMJ.1996100102","DOIUrl":"https://doi.org/10.4018/IRMJ.1996100102","url":null,"abstract":"This paper proposes a questionnaire to be added to the inventory of well-developed management information system MIS instruments. In particular, an instrument is presented and tested that measures information system success, at the individual level, in cross-cultural environments. Few MIS instruments have been tested outside the homogeneous domestic environments in which they were developed. Yet the variables such instruments attempt to measure are often operationalized in heterogeneous global environments. Information systems are very costly, especially those implemented globally. Accordingly, the development of a global research instrument that measures the variables that influence successful outcomes is important. The MIS instrument presented in this paper offers the international manager a means by which information system success can be measured at the individual level. In cases of low levels of success, intervention strategies can then be formulated to improve system success in meeting the individual user's needs.","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"39 1","pages":"16-28"},"PeriodicalIF":1.4,"publicationDate":"1996-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70476261","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
A pervasive theme today regarding the performance of new systems is "many systems are technical successes, but organizational failures." Systems that are well designed often fail to meet user expectations at implementation. This paper details and analyzes the implementation of a major operations support system at a large U.S. firm that fits this theme. Measurements of success from a quasi-experiment are used to accurately measure user performance and user expectations pre and post system implementation. These measurements offer solid proof that the system achieved key user defined objectives.... And yet, the system is widely viewed as a failure. This paper highlights the "organizational chaos" that "technically successful" systems often cause in user organizations when the Systems Delivery process how systems are delivered to users is ineffectual. In effect, systems are dropped off at the users' doorsteps. A prescriptive model using five key guidelines is proposed for effective management of the Systems Delivery process. These five relatively small secrets can save corporations millions in investment dollars, reduce negative impacts to customer service and enhance employee morale and systems acceptance.
{"title":"Five small secrets to systems success","authors":"Larry R. Coe","doi":"10.4018/IRMJ.1996100103","DOIUrl":"https://doi.org/10.4018/IRMJ.1996100103","url":null,"abstract":"A pervasive theme today regarding the performance of new systems is \"many systems are technical successes, but organizational failures.\" Systems that are well designed often fail to meet user expectations at implementation. This paper details and analyzes the implementation of a major operations support system at a large U.S. firm that fits this theme. Measurements of success from a quasi-experiment are used to accurately measure user performance and user expectations pre and post system implementation. These measurements offer solid proof that the system achieved key user defined objectives.... And yet, the system is widely viewed as a failure. This paper highlights the \"organizational chaos\" that \"technically successful\" systems often cause in user organizations when the Systems Delivery process how systems are delivered to users is ineffectual. In effect, systems are dropped off at the users' doorsteps. A prescriptive model using five key guidelines is proposed for effective management of the Systems Delivery process. These five relatively small secrets can save corporations millions in investment dollars, reduce negative impacts to customer service and enhance employee morale and systems acceptance.","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"9 1","pages":"152-165"},"PeriodicalIF":1.4,"publicationDate":"1996-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70476268","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
J. Ballantine, M. Bonner, M. Levy, Andrew Martin, I. Munro, P. Powell
Research into the issue of information systems IS success is vital if IS is to demonstrate its worth. Predicated upon success not being a random variable, a number of models which attempt to delineate success and its causes have been proposed. One of the more complete and better known is that of DeLone and McLean 1992. This model has been used as a basis for empirical research in information systems success. Since its development other researchers have refined and extended the model. This paper attempts to take the analysis further. It evaluates the DeLone and McLean model on a number of dimensions, and a new model is proposed which fundamentally extends DeLone and McLean's work. The new 3-D model is described and its contribution to further research assessed.
{"title":"The 3-D Model of Information Systems Success: The Search for the Dependent Variable Continues","authors":"J. Ballantine, M. Bonner, M. Levy, Andrew Martin, I. Munro, P. Powell","doi":"10.4018/IRMJ.1996100101","DOIUrl":"https://doi.org/10.4018/IRMJ.1996100101","url":null,"abstract":"Research into the issue of information systems IS success is vital if IS is to demonstrate its worth. Predicated upon success not being a random variable, a number of models which attempt to delineate success and its causes have been proposed. One of the more complete and better known is that of DeLone and McLean 1992. This model has been used as a basis for empirical research in information systems success. Since its development other researchers have refined and extended the model. This paper attempts to take the analysis further. It evaluates the DeLone and McLean model on a number of dimensions, and a new model is proposed which fundamentally extends DeLone and McLean's work. The new 3-D model is described and its contribution to further research assessed.","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"9 1","pages":"5-15"},"PeriodicalIF":1.4,"publicationDate":"1996-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70476230","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The importance of Expert Systems ES as a powerful business tool has become widely recognized in industry. That in turn has led to a major increase in ES development activities and has exacerbated the need to manage these activities for more efficient use of development resources. An important component for effectively managing ES development is an Expert System Development Life Cycle ESDLC. Based on ES development managers' opinions, this study ascertains the general benefits to be expected from an ESDLC, integrates existing ESDLC models into one expected to be widely accepted in practice, and uses this standard ESDLC to explore what is being done in practice in terms of company specific ESDLC phases/activities and the percentage of time ES developers spend in each phase.
{"title":"An exploratory assessment of the use and benefits of ESDLC in practice","authors":"T. Guimaraes, Y. Yoon","doi":"10.4018/IRMJ.1996070102","DOIUrl":"https://doi.org/10.4018/IRMJ.1996070102","url":null,"abstract":"The importance of Expert Systems ES as a powerful business tool has become widely recognized in industry. That in turn has led to a major increase in ES development activities and has exacerbated the need to manage these activities for more efficient use of development resources. An important component for effectively managing ES development is an Expert System Development Life Cycle ESDLC. Based on ES development managers' opinions, this study ascertains the general benefits to be expected from an ESDLC, integrates existing ESDLC models into one expected to be widely accepted in practice, and uses this standard ESDLC to explore what is being done in practice in terms of company specific ESDLC phases/activities and the percentage of time ES developers spend in each phase.","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"9 1","pages":"15-23"},"PeriodicalIF":1.4,"publicationDate":"1996-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70476631","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Innovation has become not only the domain of a few progressive enterprises but the key to survival and success of the many. Innovative changes in management practices can assist in ensuring survival in an increasingly competitive world. The management systems in place are critical to exploiting technological, process, and product innovations. This empirical study of 379 organizations compares organizations in various stages of adoption. An administrative innovation approach is used in order to examine the internal effects of adoption. Specific issues evaluated are the effects on users regarding satisfaction with training, involvement and participation and the MIS/User interface. Nonadopters are found to lack accurate information regarding the costs and standards of EDI. Management attitude is found to increase in importance across the adoption stages. In comparing early and late adopters, significant differences are found particularly regarding information output, participation and involvement. Timing difficulties are found not to relate to product factors but to user issues. The study provides recommendations for overcoming these difficulties and evaluates the administrative innovation approach to investigating systems adoption.
{"title":"Innovation adoption of EDI","authors":"D. Drury, A. Farhoomand","doi":"10.4018/IRMJ.1996070101","DOIUrl":"https://doi.org/10.4018/IRMJ.1996070101","url":null,"abstract":"Innovation has become not only the domain of a few progressive enterprises but the key to survival and success of the many. Innovative changes in management practices can assist in ensuring survival in an increasingly competitive world. The management systems in place are critical to exploiting technological, process, and product innovations. This empirical study of 379 organizations compares organizations in various stages of adoption. An administrative innovation approach is used in order to examine the internal effects of adoption. Specific issues evaluated are the effects on users regarding satisfaction with training, involvement and participation and the MIS/User interface. Nonadopters are found to lack accurate information regarding the costs and standards of EDI. Management attitude is found to increase in importance across the adoption stages. In comparing early and late adopters, significant differences are found particularly regarding information output, participation and involvement. Timing difficulties are found not to relate to product factors but to user issues. The study provides recommendations for overcoming these difficulties and evaluates the administrative innovation approach to investigating systems adoption.","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"7 1","pages":"5-14"},"PeriodicalIF":1.4,"publicationDate":"1996-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70476613","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Organizations have to change their systems development methods due to changing situations. Situated methods take into account the contingencies of a systems development project improving the effectiveness of systems development. Situated method engineering must be implemented as a learning process supported by situation-specific development strategies and integrating method fragments from different methods. Field studies show the need for and the feasibility of situated method engineering. Several method engineering instruments are available and have been explored during the field studies.
{"title":"Situated Method Engineering","authors":"K. V. Slooten","doi":"10.4018/IRMJ.1996070103","DOIUrl":"https://doi.org/10.4018/IRMJ.1996070103","url":null,"abstract":"Organizations have to change their systems development methods due to changing situations. Situated methods take into account the contingencies of a systems development project improving the effectiveness of systems development. Situated method engineering must be implemented as a learning process supported by situation-specific development strategies and integrating method fragments from different methods. Field studies show the need for and the feasibility of situated method engineering. Several method engineering instruments are available and have been explored during the field studies.","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"9 1","pages":"24-31"},"PeriodicalIF":1.4,"publicationDate":"1996-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70476177","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
As the importance of End User Computing EUC to organizations increases, so does the need for understanding its problems and payoffs. This field study investigates the relationship between EUC problems and its success from an organizational viewpoint. The field test used 252 internal auditing directors from companies with a wide range of gross revenues and IS budgets, and a wide variety of industry types. The four dimensions underlying EUC problems previously proposed were confirmed: end user management and control, IS-user relationship, support and integration, and IS management control and planning. As hypothesized, EUC problems were found to be inversely related to EUC success. Among the EUC problems, IS-user relationship is found to be the most important determinant of EUC success. Implications of the findings for practicing information system managers and directions for future research are discussed.
{"title":"Exploring the Relationship Between EUC Problems and Success","authors":"T. Guimaraes, M. Igbaria","doi":"10.4018/IRMJ.1996040101","DOIUrl":"https://doi.org/10.4018/IRMJ.1996040101","url":null,"abstract":"As the importance of End User Computing EUC to organizations increases, so does the need for understanding its problems and payoffs. This field study investigates the relationship between EUC problems and its success from an organizational viewpoint. The field test used 252 internal auditing directors from companies with a wide range of gross revenues and IS budgets, and a wide variety of industry types. The four dimensions underlying EUC problems previously proposed were confirmed: end user management and control, IS-user relationship, support and integration, and IS management control and planning. As hypothesized, EUC problems were found to be inversely related to EUC success. Among the EUC problems, IS-user relationship is found to be the most important determinant of EUC success. Implications of the findings for practicing information system managers and directions for future research are discussed.","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"9 1","pages":"5-16"},"PeriodicalIF":1.4,"publicationDate":"1996-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70476558","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Organizations often think of information security as a technological issue best left to technical specialists. While many security strategies undoubtedly rely on hardware and software solutions, the management processes surrounding security and the ongoing commitment of business and operations managers to security issues are no less important. In this paper we discuss a three-phase methodology for managing information-based risks, and present results of how a large money center bank implemented the methodology at numerous locations around the world. Our discussion focuses on the methodology, the implementation process, the results, and how similar efforts can be used in designing management processes to improve the security of information assets.
{"title":"A Methodology for Managing Information-Based Risk","authors":"K. Engemann, H. Miller","doi":"10.4018/IRMJ.1996040102","DOIUrl":"https://doi.org/10.4018/IRMJ.1996040102","url":null,"abstract":"Organizations often think of information security as a technological issue best left to technical specialists. While many security strategies undoubtedly rely on hardware and software solutions, the management processes surrounding security and the ongoing commitment of business and operations managers to security issues are no less important. In this paper we discuss a three-phase methodology for managing information-based risks, and present results of how a large money center bank implemented the methodology at numerous locations around the world. Our discussion focuses on the methodology, the implementation process, the results, and how similar efforts can be used in designing management processes to improve the security of information assets.","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"59 1","pages":"17-24"},"PeriodicalIF":1.4,"publicationDate":"1996-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70476566","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Using a pre-and post-implementation design and 114 respondents, this study tested a model of end users' migration from an existing electronic mail E-mail system to a new E-mail system with both similar and different features. Hierarchical regression results indicated that as users' expectations of the usefulness and ease of using the new E-mail system increased their pre-implementation attitude toward the new system also increased. Expectations of usefulness, ease of use, and post-implementation training were found not to contribute to the actual use of the new system. Employees' sense of participation in implementing the new system and their experience using E-mail systems were strongly related to actual use of the new system. Results and limitations of this study are discussed, as well as future research issues and implications for practice.
{"title":"Migration to a New Electronic Mail System: Users' Attitudes and Management Support for Achieving Use","authors":"G. Blau, Steven C. Currall, William A. Kleintop","doi":"10.4018/IRMJ.1996040103","DOIUrl":"https://doi.org/10.4018/IRMJ.1996040103","url":null,"abstract":"Using a pre-and post-implementation design and 114 respondents, this study tested a model of end users' migration from an existing electronic mail E-mail system to a new E-mail system with both similar and different features. Hierarchical regression results indicated that as users' expectations of the usefulness and ease of using the new E-mail system increased their pre-implementation attitude toward the new system also increased. Expectations of usefulness, ease of use, and post-implementation training were found not to contribute to the actual use of the new system. Employees' sense of participation in implementing the new system and their experience using E-mail systems were strongly related to actual use of the new system. Results and limitations of this study are discussed, as well as future research issues and implications for practice.","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"9 1","pages":"25-34"},"PeriodicalIF":1.4,"publicationDate":"1996-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70476606","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This study explores the relevance of computer-mediated information to organizational decision making in today's state and local government agencies. It examines the extent to which computer-mediated information is available to, and utilized by, organizational decision makers when compared to more conventional information media such as formal upper-management directives, person-to-person conversations, or personal knowledge. Findings suggest that computer-mediated information plays an important role in organizational decision making, even though its utilization is perceived to be less than its availability. Managers reported using computer-mediated information across various decision situations routine, nonroutine, high risk, and low risk, with varying emphasis. The study also reveals that in spite of the pervasiveness of information technology, managers today still rely on their personal knowledge for organizational decision making more than they do on any other information media, including computer-mediated information. The paper concludes with a discussion of how these findings shed light on our understanding of the appropriate role of computer-mediated information in managerial decision making and on the direction of our future research.
{"title":"The Relative Importance of Computer-Mediated Information Versus Conventional Non-Computer-Mediated Information in Public Managerial Decision Making","authors":"Zhiyong Lan, C. Scott","doi":"10.4018/IRMJ.1996010103","DOIUrl":"https://doi.org/10.4018/IRMJ.1996010103","url":null,"abstract":"This study explores the relevance of computer-mediated information to organizational decision making in today's state and local government agencies. It examines the extent to which computer-mediated information is available to, and utilized by, organizational decision makers when compared to more conventional information media such as formal upper-management directives, person-to-person conversations, or personal knowledge. Findings suggest that computer-mediated information plays an important role in organizational decision making, even though its utilization is perceived to be less than its availability. Managers reported using computer-mediated information across various decision situations routine, nonroutine, high risk, and low risk, with varying emphasis. The study also reveals that in spite of the pervasiveness of information technology, managers today still rely on their personal knowledge for organizational decision making more than they do on any other information media, including computer-mediated information. The paper concludes with a discussion of how these findings shed light on our understanding of the appropriate role of computer-mediated information in managerial decision making and on the direction of our future research.","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"9 1","pages":"27-37"},"PeriodicalIF":1.4,"publicationDate":"1996-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70476551","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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