The Measurement of Information System Use: Preliminary Considerations

DeLone and McLean (1992, p. 16) argue that the concept of “system use” has suffered from a “too simplistic definition.” Despite decades of substantial research on system use, the concept is yet to receive strong theoretical scrutiny. Many measures of system use and the development of measures have been often idiosyncratic and lack credibility or comparability. This paper reviews various attempts at conceptualization and measurement of system use and then proposes a re-conceptualization of it as “the level of incorporation of an information system within a user’s processes.” The definition is supported with the theory of work systems, system, and Key-User-Group considerations. We then go on to develop the concept of a Functional- Interface-Point (FIP) and four dimensions of system usage: extent, the proportion of the FIPs used by the business process; frequency, the rate at which FIPs are used by the participants in the process; thoroughness, the level of use of information/functionality provided by the system at an FIP; and attitude towards use, a set of measures that assess the level of comfort, degree of respect and the challenges set forth by the system. The paper argues that the automation level, the proportion of the business process encoded by the information system has a mediating impact on system use. The article concludes with a discussion of some implications of this re-conceptualization and areas for follow on research

The Past, Present, and Future of “IS Success”

Since the introduction of information systems more than 60 years ago, organizations want to ensure that their systems are effective or “successful”. Much has changed in the evaluation of information systems success during this period. The role of information systems in organizations has changed dramatically, as have the key stakeholders and the expected benefits of the investments in IS. During this period, IS research has evolved to keep pace with the changing expectations regarding the success of information systems, yet practice tends to lag behind. In this commentary, we discuss five eras of information systems evolution and explain how the perceptions and measures of successful information systems have changed across these eras. By looking at the past and present, we are able to comment on how our understanding of success has evolved over time in research and practice. We discuss the inadequacy of IS success evaluation in practice. Finally, we offer four themes as calls for future action related to the research of information systems success

Continual Growth, Inhibitors, and Implications of Information Communication Technology in South Korea from a North American Perspective

Despite their late development into the information communication technology (ICT) market, several countries in continental Asia have emerged as technological and industrial leaders in the world. With its information communication technology (ICT) initiatives and policies, South Korea has emerged from its chaotic history as one of Asia\u27s most advanced ICT economies. It could be argued that South Korea has made the same technological progress in 30 years that took the United States to do in over 100. However, rapid growth cannot be achieved without difficulties along the way. The current research presents the ICT growth of South Korea along with factors inhibiting future growth. While South Korea has advanced through government initiatives and diligence among a hard-working society, new initiatives, including the Blue Ocean strategy must be established in order to sustain its competitive advantage. A review of inhibitors limiting continued growth is presented with recommendations for overcoming these limitations

The Principles at Work In High Performing Information Systems Organizations

Although there is a great deal of discussion about high performing information systems (I/S) organizations, little is known about the characteristics and practices they use. A field study was conducted to learn what principles are applied in organizations widely acknowledged to be high performers. The sample of companies for this field study was chosen by a core team of 15 consultants, practitioners, and academic researchers. On-site, structured interviews were conducted with 105 executives and managers in both the functional areas and the I/S groups of the firms. The findings show that a common set of principles are applied in high performing I/S groups. At the same time, there are distinct differences between these leading companies. The results provide useful insights for practice and for future research

AN EXPERIMENTAL INVESTIGATION OFTHE EFFECT OF A GROUP DECISION SUPPORT SYSTEM ON NORMATME INFLUENCE IN SMALL GROUPS

This research represents an attempt to determine the impact of a group decision support system (GDSS) on the ability of groups to influence the judgments of individual group members. The power of groups to influence individuals has been well documented in the social psychological literature. For organizations interested in promoting innovation and creative problem solving in group settings, this tendency can be quite troubling. In the past, researchers have looked at how certain types of GDSSs might lessen these types of group pressures in the generation of creative ideas. This research may be viewed as an extension of this work to the choice phase of decision making. In an experimental setting forty-eight subjects were combined on an individual basis with groups of confederates to test the normative influence of the groups on the choices made by the individuals. Three different communication modality configurations were employed to test the effect which this had on the influence of the group. Whereas negative group effects in the idea-generating phase may lead to good ideas not being considered, group effects in the choice stage can to lead poor decisions being adopted, perhaps with even more unfortunate results. Obviously, both of these effects represent serious threats to the effectiveness of decision-making groups; consequently, both represent areas for potential contribution of improved versions of GDSSs