Information Systems’ Models for Success Assessment - High Level Models and Methodologies for Information Systems - page 126

consensus, group ef ciency, awareness of others, group cohesion, con ict in group,

and change in work habits. The signi cance of these impacts was reduced as they

were lumped into oversimplifying variables, such as organizational impact, that did
not take into account the speci

city of group impact, which often does not directly
affect the entire organization (Kurian et al. 2000 ).
External impact considers the world outside of the organization which is using
the IS, by emphasizing the use of external information technology (EIT) that allows
for information exchange between the organization and the outside world. This very
signi cant form of global networking has become a major aspect of IS application.

It endows institutions with the capacity to be free from time and space restrains.
Some research elements that had been previously used and could fall under this
category are the sustainability of IT-based competitiveness, inter-organizational
systems, electronic markets, global information systems, data networks, private
industry networks, the Internet, etc. However, the authors point out that despite its
signi cance and the existence of these research variables, there was never an

explicit acknowledgment of external impact as a category in itself, and its role in IS
success measure (Kurian et al. 2000 ).
By including these two categories, the authors aimed to enhance the Seddon

'

s

“

model to account for the speci cities of the net bene ts of group-oriented systems

”

and from external-oriented systems (Kurian et al. 2000 ).

7.4 3D Model of Information Systems Success

In 1996, Ballantine, Bonner, Levy, Martin, Munro, and Powell attempted to
develop the D&M model further, acknowledging that this model was the standard
that many researchers either adopted or attempted to improve. The authors detected
a number of aspects in Delone and McLean ' s research that needed revising, such as

the lack of clari cation on which were the dependent and independent variables,

and on whether their study aimed at being a taxonomy, a framework, or a model.
They also reached a similar conclusion as Seddon in that certain concepts were
oversimpli

ed, for example, using the concept of quality without regard to the
intended purpose of the system.
Ballantine et al. thus attempted to present a richer and more complete study of
the overall impact of IS, by developing a model that focused on the process through
which IS are implemented, and how the global system

' s success can be measured at

each one of the levels of that process.
The 3D model divided the notion of IS success into three primordial aspects or
stages:

“

the technical development level, the deployment to the user, and the
delivery of business bene

”

(Ballantine et al. 1996 ). The 3D model denomination
came from these three core stages of IS creation: development, deployment, and
delivery.
The development stage concerns the creation of an IS. The development of the
system starts ideally after a study on strategy or viability. The successful outcome

ts.