Information Systems’ Models for Success Assessment - High Level Models and Methodologies for Information Systems - page 130

The IS-impact model introduced new measures of success to consider recent IS
settings and organizational features. It includes additional measures to probe a

more holistic organizational impacts construct

“

(Gable et al. 2003 ). Since the IS-
impact model provides measures that are meaningful to all the stakeholders of IS, it
becomes possible to compare their different perceptions. This feature also allows for
a combination of their views (Rabaa'i

”

i and Gable 2009 ).
The question of the external validity of this model has been empirically tested
throughout several studies and it remains a focus in ongoing research. Rabaa'i

'

i and
Gable ( 2009 ) started a study that aimed to employ the IS-impact measurement in
the context of higher education administrative systems. Their study is ongoing and
it examining Australasian universities in particular. They are trying to establish an
empirical base for this IS success model in a different context (Rabaa'i

'

i and Gable
2009 ). Their results will add to the current body of research and it will attest the
capacity of generalization of the IS-impact measurement system.

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7.6 Strategic Information Systems Planning (SISP)
Effectiveness

Strategic Information Systems Planning (SISP) has been increasingly emphasized
by researchers as a growing key aspect of IS research, as it fundamentally correlates
with the role of IS on the strategic direction of the organization itself. As technology
becomes paramount to success in a competitive environment, IS planning becomes
an essential component of growth and successful competition.
The concept of SISP has been discussed since 1970s, but it has seen a steady
evolution due to the accompanying technological progress: the Internet, personal
computers, outsourcing, and user applications are all factors that have contributed
to the expansion of IS from a closed subgroup to a necessary tool of interaction and
cooperation with external variables, and this expansion has made SISP more rel-
evant, and thus, more actively researched.
Authors Newkirk and Lederer de ned SISP as the process of determining an

institution s assortment of computer applications that can contribute to attain its

own mission. It is an entirely rational and ongoing process managed on the basis of
adjusting the organization

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s IS to its overall strategy (Newkirk and Lederer 2007 ).
This process entails the selection of methodologies and an IS planners committee,
and it generally takes place within several months. SISP procedures need a sig-
ni

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cant investment in terms of time and budget. They imply diverse tasks that allow
organizations to prioritize IS development (Abu Bakar et al. 2009 ). It is a rational

process, intended to recommend new information systems linked to an overall
corporate strategy rather than to recommend them as an ad hoc response to such
current crises as shrinking pro

“

ts, growing lead-times and falling productivity. ”

(Newkirk and Lederer 2007 ).