enterprise systems success : a measurement model

8/8/2019 ENTERPRISE SYSTEMS SUCCESS : A MEASUREMENT MODEL

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To assess enterprise systems success from

multiple perspectives, where

28 September 2010 2ENTERPRISE SYSTEMS SUCCESS : A MEASUREMENT MODEL

MODEL EMPLOYS 4 DIMENSIONS:

Information quality

System quality Individual impactOrganizational impact



IS investments are under increasing scrutiny & pressure to justify their value & contribution to productivity, quality &competitiveness of organizations

Conflicting results of assessing value of IS attributable to: Incomplete or inappropriate measures of success Lack of theoretical grounding of causal & process models of ISMyopic focus on financial performance indicators

Weakness in: Survey instruments employed (eg. constructs lacking in validity) Data collection approach (eg. asking the wrong people)




Enterprise Systems- Entails:

Many users ranging from top executives to data entry operators.Many applications that span the orgz. Diversity of capabilities & functionality.

Abovementioned characteristics suggest that existing models of IS success may not be entirely appropriate for measuring successof ES

Moreover,

Substantial investments have been made by orgzs around the world

Attempt to measure success of ES have been few

Impact resulting from ES are difficult to measure




IS success model, an attempt to represent the interdependent , process nature of 6IS success constructs:

Systems quality Information quality

Use User Satisfaction Individual Impact Organizational impact

Understanding IS evaluation (Contributions Delone & McLean)Model construct provide classification of many IS evaluation measures Approach begins to identify relevant stakeholders group in the process of evaluation Suggest a model of interdependencies among the constructs




SHANG & SEDDON FRAMEWORK

Classifies potential ERP into 21 lower level measures organizedaround 5 main categories:

Operational benefitsManagerial benefits Strategic benefits

IT infrastructure benefitsOrganizational benefits

Abovementioned framework is yet to be operationalized




Excessive emphasis on quantitative(financial) measuresCommon tendency to measure ES (and IS generally) only in terms of financial criteria. Although, IS investments are in many ways comparable totraditional investments such as production equipment.

Nature of the contemporary IS environmentModern IS trend is toward changed organizational structures & behaviorthat facilitates interorganizational activities. New measures and evaluationmodels are required to measure success with contemporary IS.

Multiple stakeholder perspectives Attempted to quantify the benefits & drawbacks of IS by analyzing datacollected mostly at very senior levels of the firm only.




Operationalization of the beginning model proceedsas follows:

revisit relevance of the Delone and McLean useconstruct

revisit relevance of user satisfaction

define a more expansive organizational impacts

construct introduce further Esrelated measures

remove measures that are inappropriate for this study.

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The weights survey

Construct validity

Criterion validity




Deflects concerns over lack of theoretical justificationby conceiving dimensions of a measurement model

rather than constructs in a causal or process model Diffuses this concern through clear statement of the

rationale for choice of dimensions, grounded in theexploratory survey and related mapping exercise

Clearly states the rationale for selection of the successmeasures

Presents empirical evidence of the irrelevance of usein the study context




Evidences the redundancy of a usefulness construct,given a complete set of measures of the four study

model dimensions Presents a strong rationale for conceiving satisfaction

as an overarching measure of success rather than as adimension

Validates the final model from multiple stakeholderperspectives: management, user, and technical




Close attention to the mutual exclusivity of thedimensions

The most extensive and complete set of IS measures tested

in a single IS success study First Operationalization and test of the Myers et al. (1997)

IS success framework First test of the completeness and relevance of the six

Delone and McLean (1992) constructs

First partial empirical test of the Shang and Seddon (2000)benefits framework Evidence of the additivity of the four model dimensions,

and the validity of an overall measure of success based intheir combination




Used to benchmark organization/department with ES

Model is generalizable and appropriate for measuring

ES Model and instrument are readily adaptable to otherES by simply replacing the term SAP with somereference to an alternate ES

Offer a practical means for organizations to evaluate

the success of complex, contemporary informationsystems like ES.

Explicitly been designed to work for all levels of theorganization

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enterprise systems success : a measurement model

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