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.

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The DeLone and McLean Model of Information Systems Success: A Ten-Year Update

According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Out of the Crisis

A separate and distinct interaction with both the actual e-vendor and with its IT Web site interface is at the heart of online shopping Previous research has established, accordingly, that online purchase intentions are the product of both consumer assessments of the IT itself-specifically its perceived usefulness and ease-of-use (TAM)-and trust in the e-vendor But these perspectives have been examined independently by IS researchers Integrating these two perspectives and examining the factors that build online trust in an environment that lacks the typical human interaction that often leads to trust in other circumstances advances our understanding of these constructs and their linkages to behavior

Our research on experienced repeat online shoppers shows that consumer trust is as important to online commerce as the widely accepted TAM use-antecedents, perceived usefulness and perceived ease of use Together these variable sets explain a considerable proportion of variance in intended behavior The study also provides evidence that online trust is built through (1) a belief that the vendor has nothing to gain by cheating, (2) a belief that there are safety mechanisms built into the Web site, and (3) by having a typical interface, (4) one that is, moreover, easy to use

Trust and TAM in online shopping: an integrated model

This paper aims to predict consumer acceptance of e-commerce by proposing a set of key drivers for engaging consumers in on-line transactions. The primary constructs for capturing consumer acceptance of e-commerce are intention to transact and on-line transaction behavior. Following the theory of reasoned action (TRA) as applied to a technology-driven environment, technology acceptance model (TAM) variables (perceived usefulness and ease of use) are posited as key drivers of e-commerce acceptance. The practical utility of TAM stems from the fact that e-commerce is technology-driven. The proposed model integrates trust and perceived risk, which are incorporated given the implicit uncertainty of the e-commerce environment. The proposed integration of the hypothesized independent variables is justified by placing all the variables under the nomological TRA structure and proposing their interrelationships. The resulting research model is tested using data from two empirical studies. The first, exploratory study comprises three experiential scenarios with 103 students. The second, confirmatory study uses a sample of 155 on-line consumers. Both studies strongly support the e-commerce acceptance model by validating the proposed hypotheses. The paper discusses the implications for e-commerce theory, research, and practice, and makes several suggestions for future research.

Consumer Acceptance of Electronic Commerce: Integrating Trust and Risk with the Technology Acceptance Model

The Social Psychology of Organizations.

The technology acceptance model (TAM) proposes that ease of use and usefulness predict applications usage. The current research investigated TAM for work-related tasks with the World Wide Web as the application. One hundred and sixty-three subjects responded to an e-mail survey about a Web site they access often in their jobs. The results support TAM. They also demonstrate that (1) ease of understanding and ease of finding predict ease of use, and that (2) information quality predicts usefulness for revisited sites. In effect, the investigation applies TAM to help Web researchers, developers, and managers understand antecedents to users' decisions to revisit sites relevant to their jobs.

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The technology acceptance model and the World Wide Web

A critical decision problem for top management, and the focus of this study, is whether the CEO (chief executive officer) and CIO (chief information officer) should commit their time to formal planning with the expectation of producing an information technology (IT)-based competitive advantage. Using the perspective of the resource-based view, a model is presented that examines how strategic IT alignment can produce enhanced organizational strategies that yield competitive advantage. One hundred sixty-one CIOs provided data using a postal survey. Results supported seven of the eight hypotheses. They showed that information intensity is an important antecedent to strategic IT alignment, that strategic IT alignment is best explained by multiple constructs which operationalize both process and content measures, and that alignment between the IT plan and the business plan is significantly related to the use of IT for competitive advantage. Study results raise questions about the effect of CEO participation, which appears to be the weak link in the process, and also about the perception of the CIO on the importance of CEO involvement. The paper contributes to our understanding of how knowledge sharing in the alignment process contributes to the creation of superior organizational strategies, provides a framework of the alignment-performance relationship, and furnishes several new constructs.

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A Resource‐Based View of Strategic IT Alignment: How Knowledge Sharing Creates Competitive Advantage

Strategic information systems planning (SISP) is the process of deciding the objectives for organizational computing and identifying potential computer applications which the organization should implement. This article gives a thorough definition of SISP and then illustrates it with three methodologies.A survey of 80 organizations examined the problems faced by information systems managers when they attempt to implement such a methodology. The subjects' overall satisfaction with the methodology, its resource requirements, process, output, and final execution were not particularly high. The tow problems rated most severe were the difficulty in securing top management commitment for implementing the plan and the need for substantial further analysis in order to carry out the plan.The survey also investigated some potential cause of the problems. Survey results suggest that the SISP methodologies may often produce satisfactory plans but that organizations lack the management commitment and control mechanisms to ensure that they follow the plans.

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The implementation of strategic information systems planning methodologies

User information satisfaction (UIS) is important because of its potential effects on MIS department goals, quality of user work life, and extent of voluntary usage of systems. Reliable measurement of UIS is important for providing evaluative information for both researchers and practitioners. This study used 92 managers and executives as subjects to compare the test/retest reliability of a widely used, 13‐scale UIS instrument together with four summary questions under experimental and control conditions. The summary questions behaved more reliably than the detailed questions for all groups, perhaps because of problems with scale units and origins and with item heterogeneity. This suggests that researchers need more reliable measures of UIS and that practitioners need to exercise caution when collecting and interpreting UIS scores. Copyright © 1989, Wiley Blackwell. All rights reserved

Some Cautions on the Measurement of User Information Satisfaction

Persuasive evidence has described the strategic use of information resources in organizations. As a result, IS researchers have sought empirically to link that use to improved organizational performance. However, this alignment-performance relationship has been difficult to confirm. The current study contributes by distinguishing the alignment of the information systems plan with the business plan (ISP–BP) and the reciprocal alignment (BP–ISP). The study used 107 matched pairs of IS executives and other senior executives. Analysis showed that for IS executives both ISP–BP and BP–ISP alignment predicted the use of IS-based resources for competitive advantage. However, for other senior executives, only ISP–BP alignment predicted it. Study results suggest both groups of subjects share an understanding of the role of ISP–BP in creating competitive advantage from their information systems investments. However, the lack of a shared understanding of BP–ISP alignment may prevent organizations from achieving that advantage.

Albert L. Lederer

Papers

The technology acceptance model and the World Wide Web

A Resource‐Based View of Strategic IT Alignment: How Knowledge Sharing Creates Competitive Advantage

The implementation of strategic information systems planning methodologies

Some Cautions on the Measurement of User Information Satisfaction

The effect of strategic alignment on the use of IS-based resources for competitive advantage