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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

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

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

Knowledge is a broad and abstract notion that has defined epistemological debate in western philosophy since the classical Greek era. In the past few years, however, there has been a growing interest in treating knowledge as a significant organizational resource. Consistent with the interest in organizational knowledge and knowledge management (KM), IS researchers have begun promoting a class of information systems, referred to as knowledge management systems (KMS). The objective of KMS is to support creation, transfer, and application of knowledge in organizations. Knowledge and knowledge management are complex and multi-faceted concepts. Thus, effective development and implementation of KMS requires a foundation in several rich literatures.

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Review: Knowledge management and knowledge management systems: conceptual foundations and research issues

As companies progressively rely on mobile, social media, cloud and big data in their business, the very nature of IT function within an organisation changes from providing reliable and cost-effective IT support to actively searching new ways to leverage technology and create customer value. For scholars and practitioners alike, the question then arises as to which extent the well-established IT governance models still apply in the new digital context and, if they no longer do, what new models can be proposed to account for the changing demands placed on IT. Through an explorative case study, this paper provides insights on emerging IT governance models within a digital enterprise. Our findings seem to suggest that the role of IT has expanded beyond a robust infrastructure provider to the one a strategy and technology partner. In order to harness the full power of IT in this capacity, companies need to make their IT department more business-aware, incentivize lateral communication and cross-functional learning, and promote integration of previously disconnected functional units.

IT Governance in the Digital Era

Through an explorative case study, this paper provides insights on how the adoption of a digital collaboration tool (i) can create a more trust-based relationship between ITO client and suppliers, and (ii) can foster collaborative relationships that result in both operational and strategic innovation outcomes. Our case study is based on an ITO project developed by Infocert, the first Certification Authority in Italy, having issued and managed more than 4,500,000 qualified certificates of digital signature. Our findings show how digital collaboration can affect trust before and during the engagement phase of the IT outsourcing process. The digital media tool increased communication flexibility and supported temporary relationships based on explicit rather than implicit agreements. This case, therefore, highlights how the use of a digital collaboration tool can change relational governance in a short time frame as trust among client and suppliers switched swiftly from affective attitudes to a more objective relations based on competencies.

William H. DeLone

Papers

IT Governance in the Digital Era

Achieving Trust, Relational Governance and Innovation in Information Technology Outsourcing Through Digital Collaboration