A large number of studies have been conducted during the last decade and a half attempting to identify those factors that contribute to information systems success. However, the dependent variable in these studies-I/S success-has been an elusive one to define. Different researchers have addressed different aspects of success, making comparisons difficult and the prospect of building a cumulative tradition for I/S research similarly elusive. To organize this diverse research, as well as to present a more integrated view of the concept of I/S success, a comprehensive taxonomy is introduced. This taxonomy posits six major dimensions or categories of I/S success-SYSTEM QUALITY, INFORMATION QUALITY, USE, USER SATISFACTION, INDIVIDUAL IMPACT, and ORGANIZATIONAL IMPACT. Using these dimensions, both conceptual and empirical studies are then reviewed a total of 180 articles are cited and organized according to the dimensions of the taxonomy. Finally, the many aspects of I/S success are drawn together into a descriptive model and its implications for future I/S research are discussed.

Information Systems Success: The Quest for the Dependent Variable

The paper motivates, presents, demonstrates in use, and evaluates a methodology for conducting design science (DS) research in information systems (IS). DS is of importance in a discipline oriented to the creation of successful artifacts. Several researchers have pioneered DS research in IS, yet over the past 15 years, little DS research has been done within the discipline. The lack of a methodology to serve as a commonly accepted framework for DS research and of a template for its presentation may have contributed to its slow adoption. The design science research methodology (DSRM) presented here incorporates principles, practices, and procedures required to carry out such research and meets three objectives: it is consistent with prior literature, it provides a nominal process model for doing DS research, and it provides a mental model for presenting and evaluating DS research in IS. The DS process includes six steps: problem identification and motivation, definition of the objectives for a solution, design and development, demonstration, evaluation, and communication. We demonstrate and evaluate the methodology by presenting four case studies in terms of the DSRM, including cases that present the design of a database to support health assessment methods, a software reuse measure, an Internet video telephony application, and an IS planning method. The designed methodology effectively satisfies the three objectives and has the potential to help aid the acceptance of DS research in the IS discipline.

A Design Science Research Methodology for Information Systems Research

The resource-based view of the firm attributes superior financial performance to organizational resources and capabilities. This paper develops the concept of IT as an organizational capability and empirically examines the association between IT capability and firm performance. Firm specific IT resources are classified as IT infrastructure, human IT resources, and IT-enabled intangibles. A matched-sample comparison group methodology and publicly available ratings are used to assess IT capability and firm performance. Results indicate that firms with high IT capability tend to outperform a control sample of firms on a variety of profit and cost-based performance measures.

A resource-based perspective on information technology capability and firm performance: an empirical investigation

This survey characterizes an emerging research area, sometimes called coordination theory, that focuses on the interdisciplinary study of coordination. Research in this area uses and extends ideas about coordination from disciplines such as computer science, organization theory, operations research, economics, linguistics, and psychology.A key insight of the framework presented here is that coordination can be seen as the process of managing dependencies among activities. Further progress, therefore, should be possible by characterizing different kinds of dependencies and identifying the coordination processes that can be used to manage them. A variety of processes are analyzed from this perspective, and commonalities across disciplines are identified. Processes analyzed include those for managing shared resources, producer/consumer relationships, simultaneity constraints, and task/subtask dependencies.Section 3 summarizes ways of applying a coordination perspective in three different domains:(1) understanding the effects of information technology on human organizations and markets, (2) designing cooperative work tools, and (3) designing distributed and parallel computer systems. In the final section, elements of a research agenda in this new area are briefly outlined.

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The interdisciplinary study of coordination

It is cleaaar that eventhough information technology (I/T) has evolved form its traditional orientation of administrative support toward a more strategic role within an organization, there is still a glaring lack of fundamental frameworks within which to understand the potential of I/T for tomorrow's organizations. In this paper, we develop a model for conceptualizing and directing the emerging area of strategic management of information technology. This model, termed the Strategic Allgnment Model, is defined in terms of four fundamental domains of strategic choice: business strategy, information technology strategy, organlzational infrastructure and processes, and information technology Infrastuvture and processes--each with its own underlying dimenslons. We illustrate the power of this model in terms of two fundamental characteristics fo strategic management: strategic fit (the interrelationships between external and internal components) and functional Integration (integration between business and functional domains). More specifically, we derive foru perspectives for gulding management practice in this Important area.

Strategic alignment: leveraging information technology for transforming organizations

Identification of information needs of top management is discussed in this article by comparing four methods now in use with a new approach, "identification of critical success factors," developed at the Sloan School of Management. The author argues that the CSF method, implemented through a series of two to three interview sessions, helps top management define its own current information needs. Critical success factors are those performance factors which must receive the on-going attention of management if the company is to remain competitive. While not intended for strategic planning purposes, the identification of critical success factors can help top management by: (1) determining where management attention should be directed; (2) developing measures for critical success factors; and (3) determining the amount of information required and thus limiting gathering unnecessary data. The author concludes that the CSF method is both effective and efficient and should be seriously considered by top management as an important tool in assessing data needs.

Chief executives define their own data needs.

A primer on critical success factors

In an overview of the future role of the IT organization, the authors examine the business and technological changes that are effecting change in many IT units. There are four major process changes in the way firms operate ? reengineering operational processes, reengineering support processes, rethinking managerial information flows, and redesigning network processes ? that all have a major impact on the IT unit. A distributed computing environment, new development software methods, capabilities like the Internet and other networks, new entrants in the computer industry, and outsourcing are the technological changes affecting the IT organization. 

The authors cite eight imperatives in which IT organizations must excel in order to succeed: 


Achieve two-way strategic alignment. Management and IT must work together to ensure that their initiatives are aligned. 
Develop effective relationships with line management. Communication between IT and line personnel will ensure integration of business and technology capabilities. 
Deliver and implement new systems. Systems delivery will include not only development but also procurement and integration. 
Build and manage infrastructure. IT units must develop an architecture, establish standards, communicate the value of the infrastructure, and operate the increasingly complex infrastructure. 
Reskill the IT organization. New skills ? not just technical skills but business skills ? will be needed. 
Manage vendor partnerships. IT managers must be informed buyers and negotiators. 
Build high performance. The IT unit must meet increasingly demanding performance goals. 
Redesign and manage the federal IT organization. Firms must establish the placement of IT decision-making power and the distribution of managerial responsibilities. 
Rockart et al. also examine the new role of IT management in ensuring that all line managers understand the potential of IT and how to use it effectively and that business strategies are effectively implemented. Success is dependent on line managers' response in planning and implementing new IT-based processes.

Eight imperatives for the new it organization

The changing role of the information systems executive : a critical success factors perspective

End users can be classified into six distinct types. Each of them needs differentiated education, support, and control from the Information Systems function. To support a large number of their applications a new computing environment, “the third environment” must be developed by Information Systems (I/S) management. Close attention must also be paid by I/S management to the need to involve “functional support personnel” (end users in each functional area who spend most of their time programming and aiding other end users) in the I/S end user management process.

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John F. Rockart

Papers

Chief executives define their own data needs.

A primer on critical success factors

Eight imperatives for the new it organization

The changing role of the information systems executive : a critical success factors perspective

The management of end user computing