“…The first necessitates practically denying a more or less accepted hypothesis according to which the concept of ‘efficiency’ cannot be measured. Such a hypothesis, as formulated in the succeeding text, can be found throughout the scientific literature on the performance of organizations: ‘ Efficiency cannot be measured or calibrated for want of a general comparative model .’ and it has been sustained by most scholars addressing the subject (Edwards et al ., ).…”
Section: When Is a Government Efficient?mentioning
confidence: 97%
“…‘ Efficiency cannot be measured or calibrated for want of a general comparative model .’ and it has been sustained by most scholars addressing the subject (Edwards et al ., ).…”
Section: When Is a Government Efficient?mentioning
“…The first necessitates practically denying a more or less accepted hypothesis according to which the concept of ‘efficiency’ cannot be measured. Such a hypothesis, as formulated in the succeeding text, can be found throughout the scientific literature on the performance of organizations: ‘ Efficiency cannot be measured or calibrated for want of a general comparative model .’ and it has been sustained by most scholars addressing the subject (Edwards et al ., ).…”
Section: When Is a Government Efficient?mentioning
confidence: 97%
“…‘ Efficiency cannot be measured or calibrated for want of a general comparative model .’ and it has been sustained by most scholars addressing the subject (Edwards et al ., ).…”
Section: When Is a Government Efficient?mentioning
“…. 1992Edwards & Austin, 1991;Cameron, 1986;Edwards, Faerman, & McGrath, 1986;Lewis & Minton, 1986; Cameron review of the social work literature during the past decade shows there is no consensus on the definition of effectiveness and most studies examine univariate relationships of effectiveness. For example, executive leadership and entrepreneurship in relation to effectiveness have been studied the most (Austin, 1989;Ezell, Menefee, & Patti, 1989;Glisson, 1989;Tropman, 1989).…”
Section: The Four Major Constructs: Competing Values Effectiveness Jmentioning
confidence: 97%
“…, Edwards, Faerman, and McGrath (1986) approach to assess the effectiveness of various human service organizations, and Banerjee (1992) used it to assess the effectiveness of two populations of disaster response organizations; both studies found the measure to yield a good diagnostic picture of organizations.…”
“…A well-known framework for that is the stages model for IS maturity (Gregoire and Lustman, 1993). Another source for differing temporal perspective comes from whether we focus on ends or means (Edwards, 1986). All this implies that, depending on the temporal context, different measures for evaluating or monitoring an IS may be considered more appropriate.…”
This paper presents a framework that helps assess and synthesize information system (IS) quality using interpretive structural modeling (ISM). The emphasis of the approach presented in this paper is on an integrated framework to understand IS quality. Four standpoints are addressed in this paper while dealing with IS quality. They are multiplicity of perspectives, subjectivity, hierarchy, and completeness. A combination of deductive and emergent approaches was used in this study. IS quality constructs were generated using established theoretical precepts of IS quality. Following a broad-based questionnaire survey, a smaller subset of respondents participated in an interactive ISM session. This allowed the formalization of how individuals (singly or in groups) produce their own relationships for constructs that are valid for their situations. The analysis of the models generated by such interactions preserves the four views of IS quality. In doing so, it has been shown that reflections of practice can be encapsulated by the method proposed. The paper ends with a discussion on implications for research as well as practice.
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