Information Systems’ Models for Success Assessment - High Level Models and Methodologies for Information Systems - page 129

Individual impact refers to the effect that the system has on individual users;

￿

Organizational impact accounts for the effect the system produces on a par-
ticular organization (Alkhalaf et al. 2013 ).

￿

five dimensions of success measurement are not related through causality
processes, and this represents a major difference from the Delone and McLean
model. Instead, those

These

five dimensions are correlated with the global concept of IS
success, as variables that contribute to it, rather than being the cause of it. It is a
measurement structure, not a process (Fig. 7.6 ).
The five core components of this model each entail a series of measures, the

instrument with which success is measured across the full scale of activity within
the organization

management, user-base, and technical. This model can thus be
used as a set of guidelines to compare different enterprise systems versions and also
to establish a comparison between organizations or departments (Rabaa'i

—

' i and Gable

2009 ).
Another notable aspect of this model is that it does not account for system use as
one of the metrics. Indeed, the authors argue that system use might not be a valid
measure on a number of occasions, namely in organizations where such use is
mandatory, and therefore is not dependent on other factors such as satisfaction or
expectation. We had previously seen Seddon et al. making a similar argument, but
whereas the Seddon

s model placed system use as a component of its behavioral
submodel, here the variable is simply removed for further clarity.
User satisfaction, on the other hand, is introduced in this model as one of the
several criteria for the evaluation of success, instead of de

'

ning it as a success
construct in itself. However, both use and user satisfaction are conceptualized
further as external variables to the finalized model.

finalized model, as mentioned above, emphasizes the dichotomy between
impact and quality as the fundamental keystones of success measurement, on equal
footing. The

This

five core components outlined in the conceptual model are thus
integrated in this scheme where impacts to date and future impacts are part of a fluid

dynamic.

Fig. 7.6 The conceptual basis for the IS-impact measurement model (adapted from Gable et al.
2008 )