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

Data Mining Practical Machine Learning Tools and Techniques

Persuading users to adopt new information technologies persists as an important problem confronting those responsible for implementing new information systems. In order to better understand and manage the process of new technology adoption, several theoretical models have been proposed, of which the technology acceptance model (TAM) has gained considerable support. Beliefs and attitudes represent significant constructs in TAM. A parallel research stream suggests that individual difference factors are important in information technology acceptance but does not explicate the process by which acceptance is influenced. The objective of this paper is to clarify this process by proposing a theoretical model wherein the relationship between individual differences and IT acceptance is hypothesized to be mediated by the constructs of the technology acceptance model. In essence then, these factors are viewed as influencing an individual's beliefs about an information technology innovation; this relationship is further supported by drawing upon extensive research in learning. The theoretical model was tested in an empirical study of 230 users of an information technology innovation. Results confirm the basic structure of the model, including the mediating role of beliefs. Results also identify several individual difference variables that have significant effects on TAM's beliefs. Theoretical contributions and practical implications that follow are discussed.

Are Individual Differences Germane to the Acceptance of New Information Technologies

This paper puts forward arguments in favor of a pluralist approach to IS research. Rather than advocating a single paradigm, be it interpretive or positivist, or even a plurality of paradigms within the discipline as a whole, it suggests that research results will be richer and more reliable if different research methods, preferably from different (existing) paradigms, are routinely combined together. The paper is organized into three sections after the Introduction. In Â§2, the main arguments for the desirability of multimethod research are put forward, while Â§3 discusses its feasibility in theory and practice. Â§4 outlines two frameworks that are helpful in designing mixed-method research studies. These are illustrated with a critical evaluation of three examples of empirical research.

http://gkmc.utah.edu/7910F/papers/ISR%20combining%20IS%20research%20methods.pdf

Combining IS Research Methods: Towards a Pluralist Methodology

This study examined the relationship between integrated manufacturing, defined as the use of advanced manufacturing technology (AMT), just-in-time inventory control (JIT), and total quality managem...

Integrated Manufacturing and Human Resource Management: A Human Capital Perspective

The Japanese “just-in-time with kanban” technique reduces in-process inventory to absolute minimal levels, in concert with the Japanese belief that inventory is an unnecessary evil. Due to the success of Japanese firms that employ this type of system, American firms would like to import this technique and emulate Japanese successes. But this Japanese success may be attributable not only to the just-in-time with kanban technique but also to the production environment in which the technique is employed. This paper simulates the just-in-time with kanban technique for a multiline, multistage production system in order to determine its adaptability to an American production environment that might include such characteristics as variable processing times, variable master production scheduling, and imbalances between production stages. The results have practical implications for those firms considering adoption of the Japanese technique.

A simulation analysis of the japanese just‐in‐time technique (with kanbans) for a multiline, multistage production system

In a Just-in-Time (JIT) production system with Kanbans, as used by the Japanese, the number of Kanbans employed at each workcenter remains relatively constant from month to month even though demand may change, This occurs because of the unique (and stable) conditions inherent in the production environment of Japanese firms. However, a number of American firms have considered or attempted the implementation of a JIT system without a similar production environment, thus, necessitating that the number of Kanbans at each workcenter be adjusted periodically. In this paper, a procedure for dynamically adjusting the number of Kanbans at workcenters in an unstable production environment is presented and analyzed. The adjustment methodology is presented in a step-by-step manner. This is followed by three examples presented within the context of a simulation model of a hypothetical shop. The first example will illustrate the methodology while the last two examples will demonstrate how well the methodology ...

Dynamically Adjusting the Number of Kanbans in a Just-in-Time Production System Using Estimated Values of Leadtime

The desirability of a merger/acquisition alternative depends in part on the perceptions of the decision maker. What sources of information are “useful” to the decision maker & Does the set of useful information remain constant for all decision makers; if not, do individuals using similar information sets have similar information processing characteristics? Do these sets vary as feedback is obtained during the decision process? To answer these questions, graduate students participated in a modified Delphi experiment, and the resulting data were analyzed by the two-way aligned-ranks nonparametric test. These test results affirm that in a merger/acquisition scenario, decision makers with different cognitive styles prefer different sets of information and these sets vary dynamically as feedback is incorporated in the decision-making process. Furthermore, information that contains worker and community welfare considerations is identified as “useful” five times more frequently by decision makers with a “feeling” cognitive style than those with a “thinking” style.

Cognitive style and the usefulness of information

Japanese production environments exhibit a number of characteristics not present in many American firms that contribute to the success of the just-in-time (JIT) system with Kanbans. However, because of the advantages of a JIT system with Kanbans many firms have attempted implementation without the existence of the appropriate production environment to do so. The purpose of this paper is first to identify those factors that will influence the number of Kanbans required at a workcentre for the production manager implementing a JIT system in an uniquely American production environment. The factors that will be identified include the throughput velocity (i.e. the rate at which items flow through a workcentre machine), the coefficient of variation in processing times (i.e. the degree of variability of processing times), the machine utilization (i.e. the availability of slack time on a machine), and, autocorrelation of processing times (the degree to which successive processing times on a specific mach...

An investigation of the factors influencing the number of Kanbans required in the implementation of the JIT technique with Kanbans

Security countermeasures help ensure the confidentiality, availability, and integrity of information systems by preventing or mitigating asset losses from Cybersecurity attacks. Due to uncertainty, the financial impact of threats attacking assets is often difficult to measure quantitatively, and thus it is difficult to prescribe which countermeasures to employ. In this research, we describe a decision support system for calculating the uncertain risk faced by an organization under cyber attack as a function of uncertain threat rates, countermeasure costs, and impacts on its assets. The system uses a genetic algorithm to search for the best combination of countermeasures, allowing the user to determine the preferred tradeoff between the cost of the portfolio and resulting risk. Data collected from manufacturing firms provide an example of results under realistic input conditions.

Loren Paul Rees

Papers

A simulation analysis of the japanese just‐in‐time technique (with kanbans) for a multiline, multistage production system

Dynamically Adjusting the Number of Kanbans in a Just-in-Time Production System Using Estimated Values of Leadtime

Cognitive style and the usefulness of information

An investigation of the factors influencing the number of Kanbans required in the implementation of the JIT technique with Kanbans

Decision support for Cybersecurity risk planning