Measuring Performance of the Information Systems Function
Journal of Management Information SystemsPublished 1 March 1992
Carol Saunders, Jack William Jones
Citations226
SJR quartileQ1
SJR score3.65
SNIP2.08
Generate an AI Snapshot to get a quick, structured summary of this paper.
Study Snapshot
ObjectiveStudy objective
MethodsResearch methodology
PopulationPopulation studied
Sample sizeSample sizes
OutcomesStudy outcomes here
ResultsStudy results comes here
LimitationsResearch study limitations comes here
A concise AI-generated summary of the paper will appear here once you click Generate AI Snapshot.
TL;DR
The findings highlight apparent contradictions between the considerable emphasis placed upon strategic impact of information systems and the lack of executive involvement in IS function performance dimension rankings and measurement usage.
Abstract
:This paper reports a Delphi study followed by senior executive interviews aimed at determining the important dimensions and their measures for evaluating information systems (IS) function performance. The findings highlight (1) IS function performance dimension rankings and measurement usage, and (2) apparent contradictions between the considerable emphasis placed upon strategic impact of information systems and the lack of executive involvement.
Keywords
Social SciencesBusiness, Management and Accounting
Management ScienceEffectiveness as Paradox: Consensus and Conflict in Conceptions of Organizational Effectiveness
966 Citations1986Kim S. Cameron
MIS QuarterlyKey Issues in Information Systems Management
828 Citations1987James C. Brancheau, James C. Wetherbe
The research confirmed the expected in some areas and revealed surprises in other areas, and a number of conclusions are drawn about managing information systems and about the changing nature of the IS executive's job.
Management ScienceManagement Information Systems: Appreciation and Involvement
532 Citations1974E. Burton Swanson
The testing of several hypotheses in this setting indicates that managers who involve themselves with the MIS will appreciate the system, and that management who are uninvolved will be unappreciative.
MIS QuarterlyEvaluating Information System Effectiveness — Part I: Comparing Evaluation Approaches
475 Citations1980Scott Hamilton, Norman L. Chervany
Evaluation of system effectiveness in terms of a conceptual hierarchy of system objectives is examined, used to discuss problems in, and recommendations for, evaluating system effectiveness, and to compare MIS evaluation approaches.
MIS QuarterlyKey Information Systems Issues for the 1980’s
431 Citations1984Gary W. Dickson, Robert L. Leitheiser +2 more
A Delphi study, using leading information systems professionals, was used to identify and rank ten key IS management issues for the 1980's, and the number one issue identified was improved IS planning, followed by facilitation and management of end user computing.
PubMedThe information archipelago--plotting a course.
410 Citations1983McFarlan Fw, McKenney Jl +1 more
Setting a safe course requires a new planning approach, for which the guideposts are the company's familiarity with any one technology, the importance of the technology to corporate strategy, and certain business characteristics such as size, complexity of product lines, and the general approach to corporate planning.
MIS QuarterlyDeveloping Capabilities to Use Information Strategically
327 Citations1988H. Russell Johnston, Shelley R. Carrico
Efforts to deploy information technology for competitive advantage in eleven industries are evaluated through a field study and findings indicate that competitive advantage depends on the interaction between industry conditions and internal capability to identify and exploit opportunities.
Decision SciencesPERCEIVED USEFULNESS OF INFORMATION: A PSYCHOMETRIC EXAMINATION*
277 Citations1980David F. Larcker, V. Parker Lessig
A new instrument for measuring two dimensions of perceived usefulness is developed and the results of an empirical study designed to test the reliability and construct validity of this instrument in a capital-budgeting setting are presented.
MIS QuarterlyMeasuring the Effectiveness of Computer-Based Information Systems in the Financial Services Sector
252 Citations1987Jonathan Miller, B. A. Doyle
It was found that performance varies widely between firms and that the better performers were those where the level of performance matched the perceived importance of the particular aspect of IS.
Academy of Management JournalPerceptions of the Value of a Management Information System.
249 Citations1974Catherine Gallagher
MIS QuarterlySMIS Members: A Membership Analysis
210 Citations1982Leslie D. Ball, Richard Harris
The results of a survey of SMIS members were asked to respond to questions regarding demographics, their satisfaction with SMIS services, and the importance of management issues which MIS management might address.
MIS Quarterly1985 Opinion Survey of MIS Managers: Key Issues
189 Citations1986Curt Hartog
The results indicate that MIS managers are more oriented to corporate than to technical issues, and aligned MIS with corporate goals, software development, and end-user computing issues have increased in importance.
Journal of Management Information SystemsRelationship of the Rank of Information Systems Executive to the Organizational Role and Planning Dimensions of Information Systems
120 Citations1989Bhanu Raghunathan, T. S. Raghunathan
Results support the existence of significant linkages between the rank of the is executive and the IS aspects addressed in the study, and suggest that the reporting level of the IS executive may be a key variable that management should focus on in efforts to increase the effectiveness of their information systems.
MIS QuarterlyEvaluating Information System Effectiveness — Part II: Comparing Evaluator Viewpoints
109 Citations1981Scott Hamilton, Norman L. Chervany
This article describes and compares the evaluator viewpoints on system effectiveness for different functional groups involved in MIS implementation, including users, MIS development, internal audit, and top management personnel.
MIS QuarterlyWhat Chief Executives and Senior Managers Want From Their IT Departments
85 Citations1990Tony Moynihan
The purpose of this field study was to learn more about the experiences of managers in introducing information technology in organizations, and found that U.S. and Irish managers see things much the same way.
MIS QuarterlyMeasuring Information Systems Performance: Experience With the Management By Results System at Security Pacific Bank
68 Citations1988John P. Singleton, Ephraim R. McLean +1 more
Nursing ManagementManagement Information Systems
47 Citations1986ALICE M. THOMAS
This course is designed to enhance the student's experience such as building networking skills, verbal and written communication skills, business etiquette, and learning how to increase their human capital.
Information & ManagementDraining the swamp
40 Citations1991Ronald B. Wilkes
A model is presented to help distinguish among the differing uses of the term “strategic use of the IS resource” and to guide executives and IS managers in choosing among the many alternatives in using IS strategically.
Public Administration ReviewIron Triangles and Issue Networks of Information Policy
23 Citations1986E. Sam Overman, Don F. Simanton
The purpose of this paper is to examine the policy process associated with the development of information policy and computer technology in a public agency using theories of iron triangles and issues networks, which are very useful in describing the policymaking process and management of information technology in public organizations.
Public Administration ReviewReflections on value: policy makers evaluate federal information systems
16 Citations1986Janet A. Weiss, Judith Gruber +1 more
AIS Electronic Library (AISeL) (Association for Information Systems)Assessment of the information systems organization : an empirical investigation of assessor perspectives
13 Citations1987Ronald B. Wilkes, Gary W. Dickson
The research results indicate that there are differences in information preferences by executive managers, IS managers, and internal auditors for performing an IS organization assessment and that the people in these organizational roles identify different types of strengths and weaknesses when assessing an IS organizations.
MIS QuarterlyHow to Survive A Management Assessment
7 Citations1977Gerald L. Matlin
A procedure of evaluating a company's information system effectiveness relative to business objectives and/or industry practice is described and the role of the information systems executive in the process is examined.