This paper reports the development of an instrument to measure the organizational benefits of IS projects. The basis for this instrument was a published framework that suggests three categories of such benefits: strategic, informational, and transactional. In a cross-sectional study of 178 IS projects proposed and approved for development, this framework was operationalized and empirically tested using the measurement model of LISREL. The analysis culminated in the validation and refinement of the these categories. The final instrument offers items under three separate subdimensions of strategic benefits: competitive advantage, alignment, and customer relations. Informational benefits are similarly comprised of information access, information quality, and information flexibility. Finally, transactional benefits are also shown to be of three types: communications efficiency, systems development efficiency, and business efficiency. Implications of this multidimensional instrument for IS practitioners and researchers are discussed. Subject Areas: Information Management, Management Information Systems, and Measurement.

This paper presents two case studies of offshored software tasks. The success of such tasks is critically dependent on managing an inherent interdependence between onshore and offshore teams. In one case study, both teams belong to the vendor organization, while in the other they are affiliated respectively with client and vendor. It is shown that that interdependence is best addressed through procedural coordination, which entails two complementary strategies. The first consists of carefully specifying and partitioning tasks, and the second of implementing integration mechanisms to bridge communication gaps. Despite contextual differences, the two case studies offer common lessons. #

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