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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

The ultimate question about the success of eGovernment depends on how citizens perceive its value. Understanding success in Information Systems (IS) is however a complex challenge made more difficult when set in the public sector environment. While private sector studies may focus on profitability efficiency, quality and reliability, public sector evaluation must combine these concerns with accountability, citizen trust and the creation of public value. This research adopts the Public Value approach to provide the first empirical assessment of eGovernment success from a citizen perspective. It is also the first study to identify the important IT Quality dimensions that have a positive impact on success. This paper identifies the specific constructs within Information, System and Service Quality that predict citizen value perceptions. This level of granularity provides an important contribution in advancing a deeper understanding of the dynamics of eGovernment success. The novel environment of Web 2.0 in eGovernment is also explored, resulting in new findings that define what citizens’ value in this mode of interaction. This research therefore contributes to the body of knowledge by increasing our understanding of what citizens’ value in eGovernment services and what aspects of IT Quality influence eGovernment success.

https://aisel.aisnet.org/cgi/viewcontent.cgi?article=1086&context=ecis2011

IT quality and egovernment net benefits: a citizen perspective.

This chapter presents how IT governance approaches are evolving to drive corporate transformation in this digital era. Today we are learning that new digital firms, embracing the digital transformation, are able to speed up and automate decision making processes, and build more agile, collaborative communities among internal resources, suppliers, customers and external experts. Consequently, the traditional view of IT governance may no longer be valid in today’s digital enterprises. The question that arises from many scholars and practitioners is: to what extent do the well-established IT governance models still apply in the digital era? And, if they no longer apply, what new models and mechanisms can be proposed to address the changing demands placed on digital companies? This chapter reveals through the case of Banca Mediolanum how the traditional “functional” separation between business and IT is insufficient to support digital transformation. Digital initiatives must be well integrated into all organisational functions, as part of a unique, digital company DNA. Indeed, “Digital” Governance plays a critical role by supporting the change of organizational behaviours, pushing down digital decision-making, activating pervasive, horizontal, and collaborative communications, and supporting a shared decision-making culture.

Digital IT Governance

Insurers’ Use of Vehicle Telematics Data Offers Lessons to Other Industries Vehicle telematics technology involves the collection, transmission and analysis of data collected from a device installed in a motor vehicle. Such usage-based driving information is a powerful decision-making tool for auto insurance companies. Decades of auto insurance practices are changing as insurers start to price insurance policies based on data collected from an on-board unit (OBU), such as vehicle speed, acceleration and location. Personal driving data can be used to calculate a more precise and fair insurance premium, provide feedback to drivers to optimize their driving style and stimulate customer engagement and interaction.

Vehicle Telematics at an Italian Insurer: New Auto Insurance Products and a New Industry Ecosystem

Software development teams are increasingly global. Team members are separated by multiple boundaries such as geographic location, time zone, culture, and organization, presenting substantial coordination challenges. Global software development becomes even more challenging when user requirements change dynamically. However, little empirical research has investigated how team dispersion across multiple boundaries and user requirements dynamism, which collectively increase task environment complexity, influence team coordination and software development success in the global context. Further, we have a limited understanding of how software process capabilities such as rigor, standardization, agility, and customizability mitigate the negative effects of global team dispersion and user requirements dynamism. To address these important issues, we test a set of relevant hypotheses using field survey data obtained from both project managers and stakeholders. Our results show that global team dispersion and user requirements dynamism have a negative effect on coordination effectiveness. We find that the negative effect of global team dispersion on coordination effectiveness decreases as process standardization increases and that the negative effect of user requirements dynamism on coordination effectiveness decreases as process agility increases. We find that coordination effectiveness has a positive effect on global software development success in terms of both process and product aspects.

Task Environment Complexity, Global Team Dispersion, Process Capabilities, and Coordination in Software Development

Many organizations have adopted an Enterprise Architecture (EA) approach because of the potential benefits resulting from a more standardized and coordinated approach to systems development and management, and because of the tighter alignment of business and information technology in support of business strategy execution. At the same time, experience shows that having an effective EA practice is easier said than done and the coordination and implementation efforts can be daunting. While nobody disputes the potential benefits of well architected systems, there is no empirical evidence showing whether the organizational benefits of EA outweigh the coordination and management costs associated with the architecting process. Furthermore, most practitioners we have interviewed can provide technical metrics for internal EA efficiency and effectiveness, but none of our participants were able to provide concrete metrics or evidence about the bottom line impact that EA has on the organization as a whole. In this article we raise key issues associated with the evaluation of the organizational impact of EA and propose a framework for empirical research in this area.

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William H. DeLone

Papers

IT quality and egovernment net benefits: a citizen perspective.

Digital IT Governance

Vehicle Telematics at an Italian Insurer: New Auto Insurance Products and a New Industry Ecosystem

Task Environment Complexity, Global Team Dispersion, Process Capabilities, and Coordination in Software Development

The Organizational Impact of Enterprise Architecture: A Research Framework