enterprise systems success : a measurement model
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8/8/2019 ENTERPRISE SYSTEMS SUCCESS : A MEASUREMENT MODEL
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To assess enterprise systems success from
multiple perspectives, where
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MODEL EMPLOYS 4 DIMENSIONS:
Information quality
System quality Individual impactOrganizational impact
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IS investments are under increasing scrutiny & pressure to justify their value & contribution to productivity, quality &competitiveness of organizations
Conflicting results of assessing value of IS attributable to: Incomplete or inappropriate measures of success Lack of theoretical grounding of causal & process models of ISMyopic focus on financial performance indicators
Weakness in: Survey instruments employed (eg. constructs lacking in validity) Data collection approach (eg. asking the wrong people)
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Enterprise Systems- Entails:
Many users ranging from top executives to data entry operators.Many applications that span the orgz. Diversity of capabilities & functionality.
Abovementioned characteristics suggest that existing models of IS success may not be entirely appropriate for measuring successof ES
Moreover,
Substantial investments have been made by orgzs around the world
Attempt to measure success of ES have been few
Impact resulting from ES are difficult to measure
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IS success model, an attempt to represent the interdependent , process nature of 6IS success constructs:
Systems quality Information quality
Use User Satisfaction Individual Impact Organizational impact
Understanding IS evaluation (Contributions Delone & McLean)Model construct provide classification of many IS evaluation measures Approach begins to identify relevant stakeholders group in the process of evaluation Suggest a model of interdependencies among the constructs
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SHANG & SEDDON FRAMEWORK
Classifies potential ERP into 21 lower level measures organizedaround 5 main categories:
Operational benefitsManagerial benefits Strategic benefits
IT infrastructure benefitsOrganizational benefits
Abovementioned framework is yet to be operationalized
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Excessive emphasis on quantitative(financial) measuresCommon tendency to measure ES (and IS generally) only in terms of financial criteria. Although, IS investments are in many ways comparable totraditional investments such as production equipment.
Nature of the contemporary IS environmentModern IS trend is toward changed organizational structures & behaviorthat facilitates interorganizational activities. New measures and evaluationmodels are required to measure success with contemporary IS.
Multiple stakeholder perspectives Attempted to quantify the benefits & drawbacks of IS by analyzing datacollected mostly at very senior levels of the firm only.
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Operationalization of the beginning model proceedsas follows:
revisit relevance of the Delone and McLean useconstruct
revisit relevance of user satisfaction
define a more expansive organizational impacts
construct introduce further Esrelated measures
remove measures that are inappropriate for this study.
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The weights survey
Construct validity
Criterion validity
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Deflects concerns over lack of theoretical justificationby conceiving dimensions of a measurement model
rather than constructs in a causal or process model Diffuses this concern through clear statement of the
rationale for choice of dimensions, grounded in theexploratory survey and related mapping exercise
Clearly states the rationale for selection of the successmeasures
Presents empirical evidence of the irrelevance of usein the study context
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Evidences the redundancy of a usefulness construct,given a complete set of measures of the four study
model dimensions Presents a strong rationale for conceiving satisfaction
as an overarching measure of success rather than as adimension
Validates the final model from multiple stakeholderperspectives: management, user, and technical
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Close attention to the mutual exclusivity of thedimensions
The most extensive and complete set of IS measures tested
in a single IS success study First Operationalization and test of the Myers et al. (1997)
IS success framework First test of the completeness and relevance of the six
Delone and McLean (1992) constructs
First partial empirical test of the Shang and Seddon (2000)benefits framework Evidence of the additivity of the four model dimensions,
and the validity of an overall measure of success based intheir combination
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Used to benchmark organization/department with ES
Model is generalizable and appropriate for measuring
ES Model and instrument are readily adaptable to otherES by simply replacing the term SAP with somereference to an alternate ES
Offer a practical means for organizations to evaluate
the success of complex, contemporary informationsystems like ES.
Explicitly been designed to work for all levels of theorganization
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