Critical Strategies for IS Projects

Critical Strategies for IS Projects

Dane Peterson (Southwest Missouri State University, USA) and Chung S. Kim (Southwest Missouri State University, USA)
DOI: 10.4018/978-1-59140-553-5.ch109
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Abstract

Despite enormous progress in the methodologies and technologies used in the development and implementation of information systems (IS), the failure to achieve IS success on a consistent basis continues to plague the efforts of many companies (Clegg et al., 1997). The success or failure of an IS has been defined in a variety of ways depending on a number of factors, such as the nature of the system and the perspective of the various stakeholders (i.e., IS developers, users, and management). In general, IS success is often subjectively assessed on the basis of how well the system achieves strategic, informational, and transactional benefits for the organization (Mirani & Lederer, 1998).

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