In 1992, DeLone and McLean suggested that the dependent variable for information systems (IS) research is IS Success. Their research resulted in the widely cited DeLone and McLean (D&M) IS Success Model, in which System Quality, Information Quality, Use, User Satisfaction, Individual Impact, and Organizational Impact are distinct, but related dimensions of IS success. Since the original IS Success Model was published, research has developed a better understanding of IS success. Meanwhile, comprehensive and integrative research on the variables that influence IS success has been lacking. Therefore, we examine the literature on the independent variables that affect IS success. After examining over 600 articles, we focused our attention on integrating the findings of over 140 studies. In this research, we identify 43 specific variables posited to influence the different dimensions of IS success, and we organize these success factors into five categories based on the Leavitt Diamond of Organizational Change: task characteristics, user characteristics, social characteristics, project characteristics, and organizational characteristics. Next, we identify 15 success factors that have consistently been found to influence IS success: Enjoyment, Trust, User Expectations, Extrinsic Motivation, IT Infrastructure, Task Compatibility, Task Difficulty, Attitudes Toward Technology, Organizational Role, User Involvement, Relationship with Developers, Domain Expert Knowledge, Management Support, Management Processes, and Organizational Competence. Finally, we highlight gaps in our knowledge of success factors and propose a road map for future research.
This paper addresses the understudied issue of how individually held expertise in information systems development (ISD) teams results in creativity at the team level during the development process. We develop the idea that team creativity results primarily from integration of individually held expertise of team members at the team level. We further propose the quality of intrateam relationships and knowledge complementarities that align the work of individual team members at the project level influence creativity primarily through the process of expertise integration. We use data from a field study of 142 participants in 42 ISD projects to test the proposed model. The paper makes three new contributions to the IS literature. Its key contribution lies in developing an expertise integration view of team creativity. We demonstrate the centrality of integrating individually held tacit and explicit knowledge about the problem domain and the technology at the team level in achieving team creativity. The use of a process-focused conceptualization of team creativity is especially noteworthy here. The second contribution of the paper lies in conceptually developing and operationalizing the concept of expertise integration, a mechanism by which individually held knowledge is integratively applied at the project level. Although the importance of knowledge in the ISD process is widely recognized in prior research, this is the first study to develop the concept in a operationally meaningful way. The third key contribution lies in showing that the compositional and relational attributes of ISD project teams--diverse specialized knowledge in a team, the quality of intrateam working relationships, and members' cross-domain absorptive capacity--do not engender creativity by themselves; they do so primarily because they enhance integration of individual knowledge at the project level. We offer empirical evidence for such full mediation. These findings have important theoretical and practical implications, which are discussed in the paper.
Ten years ago, we presented the DeLone and McLean Information Systems (IS) Success Model as a framework and model for measuring the complex-dependent variable in IS research. In this paper, we discuss many of the important IS success research contributions of the last decade, focusing especially on research efforts that apply, validate, challenge, and propose enhancements to our original model. Based on our evaluation of those contributions, we propose minor refinements to the model and propose an updated DeLone and McLean IS Success Model. We discuss the utility of the updated model for measuring e-commerce system success. Finally, we make a series of recommendations regarding current and future measurement of IS success.
A large number of studies have been conducted during the last decade and a half attempting to identify those factors that contribute to information systems success. However, the dependent variable in these studies—I/S success —has been an elusive one to define. Different researchers have addressed different aspects of success, making comparisons difficult and the prospect of building a cumulative tradition for I/S research similarly elusive. To organize this diverse research, as well as to present a more integrated view of the concept of I/S success, a comprehensive taxonomy is introduced. This taxonomy posits six major dimensions or categories of I/S success—SYSTEM OUALITY, INFORMATION QUALITY, USE, USER SATISFACTION, INDIVIDUAL IMPACT, and ORGANIZATIONAL IMPACT. Using these dimensions, both conceptual and empirical studies are then reviewed (a total of 180 articles are cited) and organized according to the dimensions of the taxonomy. Finally, the many aspects of I/S success are drawn together into a descriptive model and its implications for future I/S research are discussed.
Given the growing prominence of end-user computing (EUC), a survey was conducted among the senior information systems executives, from a broad-based cross-section of consumer-goods manufacturing firms, on the patterns of computing within their companies. The results indicated (1) that the definition of end-user computing is expanding considerably within their organizations; (2) that this expansion is blurring the distinction between end-user computing and traditional information systems: and (3) that these developments are, on the whole, successful and are likely to be even, more so in the future. These findings suggest the need for a closer working relationship between information systems professionals and end users, building what might be called a "partnership for success."
In 1982, Security Pacific Automation Company (SPAC), the information systems subsidiary of Security Pacific Bank, undertook a number of changes to improve the data processing services they were providing to the Bank. Central to this effort was the development of the Management By Results (MBR)[1] system. Part of MBR was the introduction of a series of measures designed to track the success of the changes SPAC was undertaking. These measures were linked to each of the four major aspects of MBR: strategic planning, service level agreements, commitment planning, and performance appraisal and compensation. Although the introduction of MBR and its accompanying measures were not without problems, they are now well established; and they allow senior management to measure SPAC's contribution to the Bank at the operational, managerial, and strategic levels.