Information Technology Reference
In-Depth Information
A fundamental aspect of this model is that success in the development and
deployment levels are insuf
cient to guarantee the system
'
s overall success. The
system may not be able to deliver due to the organization
'
s structure or lack of
cultural recognition of information technology
s value. Hence, the system will
succeed if it is integrated in the company. In its turn, this integration is conditioned
by a multiplicity of conditions, for instance, the support of senior management, the
people operating the system, and
'
At the delivery
level, the issues and forces are not particularly IS-oriented; they are forces which
are at work in any change process which aims to enhance business performance.
flexible structural organization.
“
”
(Ballantine et al.
1996
). Thus, the delivery stage includes factors that are not
exclusively concerned with IS per se, but with the general organization and culture
of a company and its employees.
With the 3D model, the authors have also introduced the concept of a learning
feedback loop that develops alongside the process of IS developing. If IS are pre-
sented as a 3-stage process of growth, the learning feedback loop is what determines
the curve from development to delivery and is a key aspect of measuring its success.
7.5 IS-impact Measurement Model
Information systems is an area that is in constant, rapid development, and thus
many researchers have pointed out the need for reevaluation and restructuring of
older, traditional models. Organizations are comprised of a multitude of users, from
top executives to data entry operators; various applications across the entire orga-
nization; and numerous capabilities and functionality, and the combination of so
many factors means that old models might not be properly adjusted (Gable et al.
2008
). Emphasizing this aspect of complexity and the number of variables
involved, other models were developed that attempted even more
fluid systems of
measures. An example is the IS-impact measurement model that was developed in a
study by authors Gable, Sedera, and Chan.
The IS-impact measurement model takes into consideration the long-term
investment that IS represent. It argues the need to go beyond the traditional mea-
sures of impact assessment. Rather than limiting the evaluation of a IS to its past
and current impact, it is paramount to understand if there is value in maintaining the
system, if it needs to be altered in any way, and if its impact will have positive
repercussions in the future. The assessment of an IS success should account both for
the past (its impact) and the future (its quality). Hence, the IS-impact measurement
model has two main branches: impact, which represent the rami
cation of the
system so far; and quality, which stands for the effects that the system is expected to
have (Gable et al.
2008
).
The IS-impact model evaluates the success of an IS according to four guidelines:
Information quality refers to the quality of the information that is created;
System quality concerns a more technical approach; it regards the performance
of the system itself;
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