Re-conceptualizing Information System Success: The IS-Impact Measurement Model

Gable, Guy G.; Sedera, Darshana; Chan, Taizan

doi:10.17705/1jais.00164

Cited by 471 publications

(550 citation statements)

References 84 publications

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“…Technology Quality (TechQual) is measured as a higher-level construct with two formative dimensions: Information Quality (InfoQual) and System Quality (SysQual) (Gable et al 2008). Three items for Information Quality and three items for System Quality were both adapted from Wixom and Todd (2005).…”

Section: Methodsmentioning

confidence: 99%

“…Specifically, when making sense about the implemented IT, users generally are concerned about two major aspects of quality that affect their technology application: the quality of the information made available by the technology (i.e., information quality) and the quality of the technical aspects of the technology (i.e., system quality) McLean 1992, 2003;Seddon 1997). These two elements, information quality and system quality, jointly determine technology quality (Gable et al 2008). …”

Section: Antecedents Of Extended Use: Quality Signalsmentioning

confidence: 99%

“…The four mechanisms for WSC, as discussed earlier, differ in their abilities and costs to coordinate, and so are not interchangeable and do not have to covary; also, the direction of causality is from the items to the construct. The two dimensions of TechQual-System Quality and Information Qualityare conceptually distinct and not interchangeable, do not necessarily have to covary, and collectively determine the quality of the IT artifact (Gable et al 2008 For constructs with reflective measures, we assessed internal consistency and convergent validity by examining item loading, composite reliability, and average variance extracted (AVE). Item loadings are significant and of high magnitude (see Appendix B.1).…”

Section: Measurement Modelmentioning

confidence: 99%

See 2 more Smart Citations

Extracting Business Value from IT: A Sensemaking Perspective of Post-Adoptive Use

2011

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H ow can firms extract value from already-implemented information technologies (IT) that support the work processes of employees? One approach is to stimulate employees to engage in post-adoptive extended use, i.e., to learn and apply more of the available functions of the implemented technologies to support their work. Such learning behavior of extending functions in use is ingrained in a process by which users make sense of the technologies in the context of their work system. This study draws on sensemaking theory to develop a model to understand the antecedents, contingencies, and consequences of customer service employees' extended use of customer relationship management (CRM) technologies. The model is tested using multisource longitudinal data collected through a field study of one of the world's largest telecommunications service providers. Our results suggest that employees engage in post-adoptive sensemaking at two levels: technology and work system. We found that sensemaking at both of these levels impacts the extended use of CRM technologies. Employees' sensemaking at the technology level is influenced by employees' assessment of technology quality, whereas employees' sensemaking at the work system level is influenced by customers' assessment of service quality. Moreover, in the case of low technology quality and low service quality, specific mechanisms for employee feedback should be conceptualized and aligned at two levels: through employee participation at the technology level and through work system coordination at the work system level. Such alignment can mitigate the undesirable effect of low technology quality and low service quality, thereby facilitating extended use. Importantly, we found that extended use amplifies employees' service capacity, leading to better objective performance. Put together, our findings highlight the critical role of employees' sensemaking about the implemented technologies in promoting their extended use of IT and improving their work performance.

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Section: Methodsmentioning

confidence: 99%

Section: Antecedents Of Extended Use: Quality Signalsmentioning

confidence: 99%

Section: Measurement Modelmentioning

confidence: 99%

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Extracting Business Value from IT: A Sensemaking Perspective of Post-Adoptive Use

2011

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“…Some studies were aware of the benefits, which were used as criteria to justify project success [25][26][27]. References [28][29][30] use organisational impact and user satisfaction as the criteria to measure the ERP system success. According to reference [31], project success involves two components, e.g., project management success and product success.…”

Section: Project Successmentioning

confidence: 99%

Effects of Risk Management Practices on IT Project Success

Pimchangthong

Boonjing

2017

Management and Production Engineering Review

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Successful management of an information technology (IT) project is the most desirable for all organisations and stakeholders. Many researchers elaborated that risk management is a key part of project management for any project size. Risk management is so critical because it provides project managers with a forward-looking view of both threats and opportunities to improve the project success. The objectives of this research are to explore organisational factors affecting IT project success and risk management practices influencing IT project success. Risk management practices include risk identification, risk analysis, risk response planning, and risk monitoring and control. The IT project success is measured by process performance and product performance. Data are collected from 200 project managers, IT managers, and IT analysts in IT firms through questionnaires and analysed using Independent Sample t-test, One-way ANOVA, and Multiple Linear Regression at the statistical significance level of 0.05. The results show that the differences in organisational types affect IT project success in all aspects, while the differences on organisational sizes affect IT project success in the aspect of product performance and total aspects. Risk identification and risk response planning influence the process performance and the total aspects of IT project success. Risk identification has the highest positive influence on product performance, followed closely by risk response, while risk analysis negatively influences product performance.

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“…Researchers have developed several models for examining IS success, the most frequently cited being the IS-success and IS-impact models [13,15]. [34].…”

Section: Is Diffusionmentioning

confidence: 99%