This DeLone and McLean Model of Information Systems Success: A ten-year update was a follow-up to their previous model. The creation of the D&M IS Success Model was driven by a process understanding of IS and their impacts. Three components were identified in the process models; the creation of the system, the use of the system and the consequences of this system use. In 1992 the D&M model was presented to as a framework and model for measuring the complex dependent variable in IS research. However this paper serves to discuss the several important IS research contributions that have that occurred since the 1992 model. This article will place emphasis on research efforts that apply, validate, challenge and propose enhancements to the original model. The article serves to outline the authors beliefs that “the measurement of information systems (IS) success or effectiveness is critical to our understanding of the value and efficacy of IS management actions and IS investments”. The primary purpose of the article was to update the original D&M IS Success Model and evaluate its usefulness due to the rapid changes in IS practice. It would also serve to discuss the utility of the updated model more particular to measure the growth of e-commerce as well as to make a series of recommendations regarding current and future measurement of IS success.
In order to organize a more diverse research as well as to present a more profound view of the concept of IS success, DeLone and McLean proposed a taxonomy and an interactive model. The D&M IS Success Model was based on a theoretical and empirical IS research conducted by several researchers, in order to make a more informed review of the original model. It was their aim to combine previous r...
... middle of paper ...
...s metrics which are identified in the IS, e-commerce and marketing literature. This tool will prove beneficial as it reduces the amount spent on research which can be costly. Using this model an analysis can be carried out by organizations in regards to areas such as system quality, service quality and net benefits. However, the authors recommend that more field-study research is done to investigate and incorporate “Net Benefits” measures. Along with this recommendation and the constant changes in technology, the demands of users, relationships among businesses; the need to adapt to these changes must be considered and factored in the measurement of the success of their IS systems.
Reference
DeLone, W. H., & McLean, E. R. (2003). The DeLone and McLean Model of Information Systems Success: A Ten-Year Update. Journal of Management Information Systems, 19(4), 9-30.
Saunders, C. S., & Pearlson, K. E. (2009). Managing and Using Information Systems. John Wiley&Sons, Incorporated.
Strategic use of information systems is one of the most important issues facing firms in today’s business environment. Information systems (IS) can either enable or hinder business growth, so organizations must learn to use IS advantageously. The case study “Building Business Agility at Southwest Airlines” by Ross and Beath (2007) demonstrates how a firm can drive business success through a revolutionary change in its use of IS. In the following case analysis, I will introduce and evaluate Southwest Airlines, describe and analyze its approach to IS as outlined in “Building Business Agility at Southwest Airlines,” and provide future recommendations for the company.
In summary, “Internet activities are not most significant in competition, such as informing customers, processing transactions, and procuring inputs”. (Porter, 2001) significant corporate assets--skilled employees, proprietary product, and efficient logistical systems – these factors are the most important to keep competitive advantages. In fact, it is foreseeable that the Internet's evolution will come up in the future involve a shift “in thinking from e-business to business, from e-strategy to strategy”. (Porter, 2001)Only by integrating the Internet into overall strategy will this powerful new technology become an equally powerful force for competitive advantage.
Marshall, B., Cardon, P., Poddar, A., & Fontenot, R. (2013). Does sample size matter in qualitative research? A review of qualitative interviews in is research. Journal of Computer Information Systems, 54(1), 11-22.
In the business world today, technology is becoming an essential staple. Every big business relies on it one way or another. More importantly than just technology itself, the use of management information systems is what guides a company in terms of catering to its customers and knowing what moves to make next. Management information systems (MIS) can be defined is the study of people, technology, and organizations (What is MIS?). However, that is a very general definition because there is a lot more that comes out of the use of these MIS systems.
Being user friendly, the IS analysts thought that user compliance would boost the usage of the product. Much to the IS analyst’s dismay, surveys concluded that the program had small differences with usage. This problem was due to the socio-economic factors within the company which caused the sales representatives chosen to operate the system to shun the system. These excuses were due to disincentives such a lack pay bonus or reward for using the system, and being obtrusive toward their responsibilities. As sales representatives, they made excuses such as the system being “dirty work” for the manufacturers. Behind the excuses, the process of using the system was sub optimized by the sales representative’s subprocess within the company which was optimized for efficiency. Unfortunately, the IS analysts in charge of the project were not in a position to make changes regarding who used their system. Communication issues between the creators of the product and the managers who employed the product caused this
- Sumner, M, 1999, "Critical success factors in enterprise wide information management systems projects", Proceedings of the Americas Conference on Information Systems (AMCIS), 232-4.
Turban, E., Volonino, L. & Wood, G. (2013). Information Technology for Management: Advancing Sustainable, Profitable Business Growth, 9th edition. Wiley publishing.
Productivity is the fundamental measure of technology contribution. Even though there were continuous success stories that existed, there were some failures too. The lack of accuracy in the quantitative measures for the output and the value created by information technology has made the MIS manager’s job of evaluating investments particularly difficult. (Kemmerer and Sosa, 1991; Schneider; 1987). Academics also had the problems of accessing this new technology, which in other hand turned to create a negative value.
Turban, E. (2009) Information technology for management : transforming organizations in the digital economy. 7th ed. Hoboken: John Wiley & Sons Inc.
Shin, N. (2001). Strategies for Competitive Advantage in Electronic Commerce. Journal of Electronic Commerce Research, 2 (4), pp. 164-171.
The Impact of Information Technology on Individuals, Society and Organizations Information systems and information technology are important in supporting, maintaining and enriching many aspects of livings. They bring benefits to lives of individuals, operations of business and the functioning of society but there are also drawbacks associated with technology and information system. Both good and bad impacts of information system and technology to individuals, organisations and the society will be discussed in detail in the following paragraphs.
The report also talks about the differences between, advantages and disadvantages of e-business and e-commerce. Recommendations and advice have been given in the end for businesses intending to adopt an e-business dimension.
Perry, B., 2005, Organisational Management and Information Systems. [e-book] Oxford; Elsevier. Available at: Google Books . [Accessed 14 November 2013]
Management information systems can be used as a support to managers to provide a competitive advantage. The system must support the goals of the organization. Most organizations are structured along functional lines, and the typical systems are identified as follows: