Evaluating IS Quality: Exploration of the Role of Expectations on Stakeholders' Evaluation

Evaluating IS Quality: Exploration of the Role of Expectations on Stakeholders' Evaluation

Carla Wilkin (Deakin University, Australia), Rodney Carr (Deakin University, Australia) and Bill Hewett (Deakin University, Australia)
Copyright: © 2001 |Pages: 19
DOI: 10.4018/978-1-878289-90-2.ch007
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IT Evaluation is essential, given that the value of investment in the IT industry is currently almost $2 trillion US. There is no doubt that an effective organisation will try to evaluate IT effectiveness, by linking performance measures with a financial perspective (i.e. a shareholders’ view); an internal business perspective (i.e. company planning for excellence); a customer perspective; and the innovation and learning perspective (i.e. the means to improve and create value), in order to move consistently forward. The last three perspectives are at times derived by using the same measures/instruments, via an interpretive approach based upon views of different tiers of stakeholders. Such an approach reflects a movement away from the more technical measures like benchmarking. Instead, IT effectiveness is evaluated in terms of the use of IT, or success of IT outcomes, through seeking to understand the effectiveness of the delivered IT application to the job performance of stakeholders. The merit of this interpretive approach is increasingly applicable to sectors like ecommerce, where it is very apparent that customers are concerned with the effectiveness of such IT applications. With regard to IT research, the interpretive approach was initially crystallised in the Success Model formulated by DeLone and McLean (1992). Their evaluative tools were Use and User Satisfaction. However, if research in related industries is considered, it rapidly becomes apparent that evaluation of quality is a more highly regarded approach. In seeking to adapt this approach to IT, it is important to consider the key components of an IT system, for which effectiveness would be measured in terms of quality; what quality means in an IT context; and how stakeholders internally derive an evaluation of such quality. In summary, this chapter reports on research which has produced a redefined IS Success Model, in which quality is the key to effectiveness. It also reports results of a related empirical study, which reaffirmed this IS Success Model and then investigated whether quality was better measured in terms of stakeholders’ expectations for IS performance and their perceptions of actual performance, or whether measurement of perceptions alone provided sufficient understanding of IS quality/effectiveness.

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Table of Contents
Wim Van Grembergen
Wim Van Grembergen
Chapter 1
Chad Lin, Graham P. Pervan
Information systems / information technology (hereafter referred to as IS/IT) now represents substantial financial investment for many... Sample PDF
A Review of IS/IT Investment Evaluation and Benefits Management Issues, Problems and Processes
Chapter 2
John Thorp
Information technology is today transforming all aspects of our lives — how we work, shop, play and learn. It is transforming our economic... Sample PDF
The Benefits Realization Approach to IT Investments
Chapter 3
Judy McKay, Peter Marshall
It appears that somewhat of a dichotomy exists in many contemporary organisations with respect to the question of investment in information and... Sample PDF
The IT Evaluation and Benefits Management Life-Cycle
Chapter 4
Vassilis Serafeimidis
Information technology (IT) and information systems (IS) have become an organizational necessity in order to support routine data processing... Sample PDF
A Review of Research Issues in Evaluation of Information Systems
Chapter 5
Egon Berghout, Theo-Jan Renkema
The evaluation of information technology (IT) investments has been a recognised problem area for the last four decades, but has recently been... Sample PDF
Methodologies for Investment Evaluation: A Review and Assessment
Chapter 6
Vassilis Serafeimidis
Information systems evaluation is embedded in many social and organisational processes, and thus is a particularly complex decision process.... Sample PDF
The Institutional Dimensions of Information Systems Evaluation
Chapter 7
Carla Wilkin, Rodney Carr, Bill Hewett
IT Evaluation is essential, given that the value of investment in the IT industry is currently almost $2 trillion US. There is no doubt that an... Sample PDF
Evaluating IS Quality: Exploration of the Role of Expectations on Stakeholders' Evaluation
Chapter 8
Nandish V. Patel
Until the beginning of the 1990s, information systems (IS) were generally viewed as largely a support for business activity and were justified using... Sample PDF
Evaluating Evolutionary Information Systems: A Post-Modernist Perspective
Chapter 9
Soo Kyoung Lim
As information and communication technologies have rapidly developed in the 1990s, enormous changes have taken place everywhere. At work... Sample PDF
A Framework to Evaluate the Informatization Level
Chapter 10
Kenneth Murphy, Steven John Simon
The goal of this chapter is to demonstrate how cost benefit analysis can be applied to large-scale ERP projects, and that these methods can... Sample PDF
Using Cost Benefit Analysis for Enterprise Resource Planning Project Evaluation: A Case for Including Intangibles
Chapter 11
Michael Rosemann
The management of Enterprise Systems (ES) software consists of two main tasks: the implementation and the use, stabilisation and change of this... Sample PDF
Evaluating the Management of Enterprise Systems with the Balanced Scorecard
Chapter 12
Mahesh S. Raisinghani
This chapter presents a comprehensive model for optimal electronic commerce strategy and extends the relatively novel Analytic Network Process (ANP)... Sample PDF
A Balanced Analysis Approach to Strategic Electronic Commerce Decisions: A Framework of the Evaluation Method
Chapter 13
Wim Van Grembergen, Ronald Saull
The balanced scorecard (BSC) initially developed by Kaplan and Norton, is a performance management system that enables businesses to drive... Sample PDF
Information Technology Governance through the Balanced Scorecard
Chapter 14
Bram Meyerson
The pace of business and technological change continues to accelerate and the gap between business requirements and the capability of Information... Sample PDF
Using a Balanced Scorecard Framework to Leverage the Value Delivered by IS
Chapter 15
Peter Verleun, Egon Berghout, Maarten Looijen, Roel van Rijnback
In this chapter, established information resource management theory is applied to improve the development and maintenance of large balanced... Sample PDF
Management of Large Balanced Scorecard Implementations: The Case of a Major Insurance Company
Chapter 16
Nancy Eickelmann
This chapter describes the integration of the Capability Maturity Model (CMM) and ISO-9126 software measurement frameworks with the National... Sample PDF
Integrating the Balanced Scorecard and Software Measurement Frameworks
Chapter 17
Nancy Eickelmann
Organizations have become increasingly dependent on information technologies to conduct daily operations, achieve competitive advantage and to... Sample PDF
A Comparative Analysis of the Balanced Scorecard as Applied in Government and Industry Organizations
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