Information Systems Success Measurement presents a comprehensive review of the foundations, the trends, and the future challenges of IS success measurement in order to improve research and practice in terms of the measurement and evaluation of information systems. Information Systems Success Measurement explores the foundations and trends in the definition and measurement of information systems success. Starting with an introduction that examines how the concept of "effective" or "successful" information systems has progressed as information technology and its use has changed over the past 60 years. The authors introduce the DeLone and McLean Information Systems Success Model as an organizing framework for this monograph. Section 2 identifies five eras of information systems and for each of these eras the authors consider the types of information systems used in firms, the stakeholders impacted by these systems, the relevant research about information systems evaluation, and the measurement of IS success in practice during each of these periods. Section 3 discusses the foundational research on IS success measurement. Based on the evolution of the field's understanding of IS success, important trends in IS success measurement is highlighted in Section 4. Section 5 examines the future of IS success research. Section 6 reviews empirical findings related to success factors, which influence IS success. Section 7 explores how managers can improve the methods they use to measure and track IS success. Finally, the authors offer concluding remarks in Section 8.

Information Systems Success Measurement focuses on insights and developments related to system success, including comparisons of system success instruments, validation of system success measures, and new and improved measures of systems success. It presents a wide range of important areas within the information systems success research agenda. This book will provide researchers and professionals with a comprehensive reference for understanding and measuring systems success in modern organizations throughout the world.

"This book explores new approaches which may better effectively identify, explain, and improve IS assessment in organizations"--Provided by publisher.

The overall mission of this book is to provide a comprehensive understanding and coverage of the various theories and models used in IS research. Specifically, it aims to focus on the following key objectives: To describe the various theories and models applicable to studying IS/IT management issues. To outline and describe, for each of the various theories and models, independent and dependent constructs, reference discipline/originating area, originating author(s), seminal articles, level of analysis (i.e. firm, individual, industry) and links with other theories. To provide a critical review/meta-analysis of IS/IT management articles that have used a particular theory/model. To discuss how a theory can be used to better understand how information systems can be effectively deployed in today’s digital world. This book contributes to our understanding of a number of theories and models. The theoretical contribution of this book is that it analyzes and synthesizes the relevant literature in order to enhance knowledge of IS theories and models from various perspectives. To cater to the information needs of a diverse spectrum of readers, this book is structured into two volumes, with each volume further broken down into two sections. The first section of Volume 1 presents detailed descriptions of a set of theories centered around the IS lifecycle, including the Success Model, Technology Acceptance Model, User Resistance Theories, and four others. The second section of Volume 1 contains strategic and economic theories, including a Resource-Based View, Theory of Slack Resources, Portfolio Theory, Discrepancy Theory Models, and eleven others. The first section of Volume 2 concerns socio-psychological theories. These include Personal Construct Theory, Psychological Ownership, Transactive Memory, Language-Action Approach, and nine others. The second section of Volume 2 deals with methodological theories, including Critical Realism, Grounded Theory, Narrative Inquiry, Work System Method, and four others. Together, these theories provide a rich tapestry of knowledge around the use of theory in IS research. Since most of these theories are from contributing disciplines, they provide a window into the world of external thought leadership.

It's no secret that you can't improve your organization's performance without measuring it. In fact, every function, unit, process, and the organization as a whole, is built and run according to the parameters and expectations of its measurement system. So you'd better make sure you're doing it right. All too often, performance measurement creates dysfunction, whether among individuals, teams, or across entire divisions and companies. Most traditional measurement systems actually encourage unhealthy competition for personal gain, creating internal conflict and breeding distrust of performance measurement. Transforming Performance Measurement presents a breakthrough approach that will not only significantly reduce those dysfunctions, but also promote alignment with business strategy, maximize cross-enterprise integration, and help everyone to work collaboratively to drive value throughout your organization. Performance improvement thought leader Dean Spitzer explains why performance measurement should be less about calculations and analysis and more about the crucial social factors that determine how well the measurements get used. His ""socialization of measurement"" process focuses on learning and improvement from measurement, and on the importance of asking such questions as: How well do our measures reflect our business model? How successfully are they driving our strategy? What should we be measuring and not measuring? Are the right people having the right measurement discussions? Performance measurement is a dynamic process that calls for an awareness of the balance necessary between seemingly disparate ideas: the technical and the social aspects of performance measurement. For example, you need technology to manage the flood of data, but you must make sure that it supports the people who will be making decisions and taking action crucial to your organization's success. This book shows you how to design that technical-social balance into your measurement system. While it is urgent to start taking action now, transforming your organization's performance measurement system will take time. Transforming Performance Measurement gives you assessment tools to gauge where you are now and a roadmap for moving, with little or no disruption, to a more "transformational" and mature measurement system. The book also provides 34 TMAPs, Transformational Measurement Action Plans, which suggest both well-accepted and "emergent" measures (in areas such as marketing, human resources, customer service, knowledge management, productivity, information technology, research and development, costing, and more) that you can use right away. In the end, you get what you measure. If you measure the wrong things, you will take your company farther and farther away from its mission and strategic goals. Transforming Performance Measurement tells you not only what to measure, but how to do it -- and in what context -- to make a truly transformational difference in your enterprise.

This is the digital version of the printed book (Copyright © 1996). Based on an award-winning doctoral thesis at Carnegie Mellon University, Measuring and Managing Performance in Organizations presents a captivating analysis of the perils of performance measurement systems. In the book’s foreword, Peopleware authors Tom DeMarco and Timothy Lister rave, “We believe this is a book that needs to be on the desk of just about anyone who manages anything.” Because people often react with unanticipated sophistication when they are being measured, measurement-based management systems can become dysfunctional, interfering with achievement of intended results. Fortunately, as the author shows, measurement dysfunction follows a pattern that can be identified and avoided. The author’s findings are bolstered by interviews with eight recognized experts in the use of measurement to manage computer software development: David N. Card, of Software Productivity Solutions; Tom DeMarco, of the Atlantic Systems Guild; Capers Jones, of Software Productivity Research; John Musa, of AT&T Bell Laboratories; Daniel J. Paulish, of Siemens Corporate Research; Lawrence H. Putnam, of Quantitative Software Management; E. O. Tilford, Sr., of Fissure; plus the anonymous Expert X. A practical model for analyzing measurement projects solidifies the text–don’t start without it!

Provides analysis and explains some of the contradictions and apparent paradoxes of the many information systems (IS) quality perspectives. This book offers prescriptions, grounded in research findings, syntheses of relevant literature, and leading IS quality practices to assist the assimilation, measurement, and management of IS quality.