The D&M IS Success Model was created having the desire to understand the impacts of IS. This study was a follow-up to the previous model in 1992 which was used as the framework and model for assessing the complex dependent variable in IS research. Three components were identified in the process models; “creation of the system, use of the system and the consequences of the system use, (DeLone & McLean, 2003). The article serves to outline the authors’ beliefs that “the measurement of IS success or effectiveness is critical to our understanding of the value and efficacy of IS management actions and IS investments” (DeLone & McLean, 2003). The primary purpose was to update the original D&M IS Success Model as well as to assess its effectiveness due to the rapid changes in the practice of IS. Emphasis was placed on research efforts in order to propose enhancements to the original model. It also served to discuss the utility of the updated model in particular to measure the growth of e-commerce and make suggestions on how to measure IS success presently and in the future.
A taxonomy and an interactive model was recommended in order to organize a more diverse research and provide a more profound view of the concept of IS success. The D&M IS Success Model was founded on a “theoretical and empirical IS research”. The author’s goal was to combine previous research which involved IS successes into a more consistent body of knowledge to provide guidance to researchers in the future. The D&M taxonomy was based upon the “communications research of Shannon & Weaver, (1949) and the information “influence” theory of Mason, (1978), along with empirical management information systems (MIS) research studies”, DeLone & McLean, (2003), which was us...
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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.
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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
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