Basics of qualitative research: Grounded theory procedures and techniques

Two paradigms characterize much of the research in the Information Systems discipline: behavioral science and design science The behavioral-science paradigm seeks to develop and verify theories that explain or predict human or organizational behavior The design-science paradigm seeks to extend the boundaries of human and organizational capabilities by creating new and innovative artifacts Both paradigms are foundational to the IS discipline, positioned as it is at the confluence of people, organizations, and technology Our objective is to describe the performance of design-science research in Information Systems via a concise conceptual framework and clear guidelines for understanding, executing, and evaluating the research In the design-science paradigm, knowledge and understanding of a problem domain and its solution are achieved in the building and application of the designed artifact Three recent exemplars in the research literature are used to demonstrate the application of these guidelines We conclude with an analysis of the challenges of performing high-quality design-science research in the context of the broader IS community

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Design science in information systems research

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

How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

The knowledge-creating company : how Japanese companies create the dynamics of innovation

https://repository.upenn.edu/cgi/viewcontent.cgi?article=1099&context=mgmt_papers

The Business Model: Recent Developments and Future Research

DeLone and McLean's DeLone, W. H., E. R. McLean. 1992. Information systems success: The quest for the dependent variable. Inform. Systems Res.31 60--95. comprehensive review of different information system success measures concludes with a model of “temporal and causal” interdependencies between their six categories of IS Success. After working with this model for some years, it has become apparent that the inclusion of both variance and process interpretations in their model leads to so many potentially confusing meanings that the value of the model is diminished. Because of the confusion that this overloading of meanings can cause, this paper presents and justifies a respecified and slightly extended version of DeLone and McLean's model.

https://www.jstor.org/stable/pdfplus/23010940.pdf

A Respecification and Extension of the DeLone and McLean Model of IS Success

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This paper focuses on the benefits that organizations may achieve from their investment in enterprise systems (ES). It proposes an ES benefit framework for summarizing benefits in the years after ES implementation. Based on an analysis of the features of enterprise systems, on the literature on information technology (IT) value, on data from 233 enterprise systems vendor-reported stories published on the Web and on interviews with managers of 34 organizations using ES, the framework provides a detailed list of benefits that have reportedly been acquired through ES implementation. This list of benefits is consolidated into five benefits dimensions: operational, managerial, strategic, IT infrastructure and organizational, and illustrated using perceived net benefit flow (PNBF) graphs. In a detailed example, the paper shows how the framework has been applied to the identification of benefits in a longitudinal case study of four organizations.

Assessing and managing the benefits of enterprise systems: the business manager's perspective

DeLone and McLean's (1992) comprehensive review of different information system success measures concludes with a model of interrelationships between six IS Success constructs. This paper critically examines the meaning of four of these constructs and the evidence of relationships between them. It then provides results from empirical tests of these relationships. Tests are conducted using both conventional ordinary least squares regression path analysis and structural equation modeling - with substantially similar results. The empirical results provide substantial support for the "up stream" two thirds of DeLone and McLean's model. Three factors. System Quality, Information Quality, and Usefulness, are found to explain 75% of the variance in the overall User Satisfaction measure. The empirical results also provide substantial support for the use of usefulness as an IS success measure, and of the hitherto-unreported importance of "Importance of the task" in user perceptions of IS usefulness.

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A Partial Test and Development of Delone and Mclean's Model of IS Success

The value added by an organization’s IT assets is a critical concern to both research and practice. Not surprisingly, a large number of IS effectiveness measures can be found in the IS literature. What is not clear in the literature is what measures are appropriate in a particular context. In this paper we propose a two-dimensional matrix for classifying IS Effectiveness measures. The first dimension is the type of system studied. The second dimension is the stakeholder in whose interests the system is being evaluated. The matrix was tested by using it to classify IS effectiveness measures from 186 empirical papers in three major IS journals for the last nine years. The results indicate that the classifications are meaningful. Hence, the IS Effectiveness Matrix provides a useful guide for conceptualizing effectiveness measurement in IS research, and for choosing appropriate measures, both for research and practice.

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Dimensions of information systems success

DeLone and McLean's (1992) comprehensive review of different information system success measures concludes with a model of interrelationships between six IS Success constructs. This paper critically examines the meaning of four of these constructs and the evidence of relationships between them. It then provides results from an empirical test of these relationships. The empirical results provide substantial support for DeLone and McLean's model. Three factors, System Quality, Information Quality, and Usefulness, are found to explain 72% of the variance in the overall User Satisfaction measure. Three factors, System Quality, Information Quality, and a measure of the importance of the system to the user, User Involvement, are found to explain 56% of the variance in Usefulness. The paper concludes that of the four measures studied, the best "omnibus" measure of IS success is User Saisfacion. This can be measured using the simple four-question instrument presented in the study.

Peter B. Seddon

Papers

A Respecification and Extension of the DeLone and McLean Model of IS Success

Assessing and managing the benefits of enterprise systems: the business manager's perspective

A Partial Test and Development of Delone and Mclean's Model of IS Success

Dimensions of information systems success

A Partial Test and Development of the DeLone and McLean Model of IS Success.