An empirical assessment of enterprise information systems success in a developing country: the Jordanian experience

Abstract

PurposeThe paper discusses the assessment of enterprise information systems (EIS) success in an organizational context is one area that is not sufficiently researched. This lack of theoretical attention prompted the authors to measure EIS success in the organizational setting of Jordanian listed firms.Design/methodology/approachBased on the DeLone and McLean success model and by adopting a quantitative approach, survey data were collected through questionnaires. The established questionnaires were distributed to 250 senior IT executives who use EIS and a total of 134 valid questionnaires were empirically tested via the Smart-PLS technique.FindingsThe investigation findings indicate that information and system quality had a positive impact on user satisfaction and individual impact. User satisfaction had a positive influence on individual impact, both of which eventually lead to organizational impact. The results also showed that the model used has adequate convergent and discriminant validities, as well as sufficient reliability.Practical implicationsThe outcomes can help managers and practitioners more effectively understand the factors influencing EIS success among Jordanian listed firms.Originality/valueThis research paper is the very first in assessing EIS success from an organizational perspective in developing country such as Jordan.

Business Intelligence and Analytics (BIA) Usage in the Banking Industry Sector: An Application of the TOE Framework

“…The questionnaire included three main sections with 61 questions. A five-point Likert scale was used, which consists of strongly agree (5), agree (4), neutral (3), disagree (2), and strongly disagree (1) in answering the questions of the survey. Later, online questionnaires were sent through email (Google Form), due to the precautionary conditions and measures applied during the COVID-19 pandemic.…”

“…It refers to a highly enthusiastic person with in-depth knowledge of the organization's business processes and the technological innovation being discussed and committed to the innovation. Champions promote innovation by providing information, creating awareness, providing material resources, providing political support, and gaining organizational acceptance of the innovation, which are crucial for the successful adoption and implementation [5]. We believe that the presence of a champion that leads and supports the adoption and use of BIA in banks will have a huge impact.…”

“…The term business intelligence (BI) was popularized during the 1990s and could be considered a term encompassing a wide variety of processes and software used to collect, analyze, and disseminate data in the interest of better decision making [12] that includes infrastructures, tools, technologies, databases, applications, and methodologies. BI has been used as an umbrella term to describe concepts and methods for improving business decision making using fact-based support systems [5].…”

“…Thus, this supports business decisions and gains a competitive advantage in today's dynamic environment, which requires outstanding efforts for dedicating massive budgets to research and development (R&D). Data are a focal point and are considered the fuel of the future since they can be processed efficiently and used effectively in supporting risky occurrences and decisions that can be heavily reflected in the performance of corporates [4,5].…”

“…Moreover, managers need additional work to reach a conclusion related to the behavioral pattern and the wants and needs of customers. In addition, many additional works are needed to understand and retain the right customers and acquire new ones; consequently, business intelligence through data analyses helps managers and product managers identify different categories of customers, develop products or services aligned with customer needs, define competition and pricing strategy, improve revenue management, increase sales, and expand the customer segment [5].…”