Information Systems Evaluation Management

Pirmais vāks
Van Grembergen, Wim
Idea Group Inc (IGI), 2001. gada 1. jūl. - 336 lappuses

The evaluation of IT and its business value are recently the subject of many academic and business discussions, as business managers, management consultants and researchers regularly question whether and how the contribution of IT to business performance can be evaluated effectively. Investments in IT are growing extensively and business managers worry about the fact that the benefits of IT investments might not be as high as expected. This phenomenon is often called the IT investment paradox or the IT Black Hole: larges sums are invested in IT that seem to be swallowed by a large black hole without rendering many returns. Information Systems Evaluation Management discusses these issues among others, through its presentation of the most current research in the field of IS evaluation. It is an area of study that touches upon a variety of types of businesses and organization ? essentially all those who involve IT in their business practices.

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Chapter 1 Perceived Value and Technology Adoption Across Four End User Groups
adoption rates
Chapter 2 A Case Study Evaluation of the Use of the Viable System Model in Information Systems Development
An Empirical Study Based on Q Methodology
Chapter 4 Measuring the Financial Benefits of IT Investments on Coordination
Chapter 5 A Benefits Realization Approach to IT Investments
Chapter 13 An Information System for Monitoring of Power Quality Disturbances
a priori information
Chapter 14 Exploring the Role of Expectations in Defining Stakeholders Evaluations of IS Quality
Chapter 15 Research on ISIT Investment Evaluation and Benefits Realization in Australia
A Post Modernist Perspective
Chapter 17 Designing and Implementing an IT Evaluation Program
associated target values
adequacy of the measures

Chapter 6 The IT Evaluation and Benefits Management Life Cycle
active realisation of benefits
Chapter 7 Identifying the Contribution of ITIS Infrastructure to Manufacturing Agility
APS Advanced Planning and Scheduling
agile manufacturing
Chapter 8 Defining Meaningful Measures of IT Productivity With the Balanced Scorecard
Chapter 9 Conceptual Model for MIS Flexibility Evaluation
Chapter 10 A Review of Research Issues in Evaluation of Information Systems
Chapter 11 Expanding Our View of Information Systems Success
An Exploratory Study
Chapter 18 A Framework to Evaluate the Informatization Level
A Human Resource Forecasting Model for the Royal Netherlands Navy
Chapter 20 Towards a Model for Architectural Coordination of Business and IT Perspective
About the Editor

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Populāri fragmenti

275. lappuse - I often say that when you can measure what you are speaking about and express it in numbers you know something about it; but when you cannot measure it, when you cannot express it in numbers, your knowledge is of a meagre and unsatisfactory kind: it may be the beginning of knowledge, but you have scarcely, in your thoughts, advanced to the stage of science, whatever the matter may be.
4. lappuse - An innovation is an idea, practice, or object that is perceived as new by an individual or other unit of adoption.
4. lappuse - Rate of adoption is the relative speed with which an innovation is adopted by members of a social system.
232. lappuse - Not yet, not yet!" the Rabbit hastily interrupted. "There's a great deal to come before that!" "Call the first witness," said the King; and the White Rabbit blew three blasts on the trumpet, and called out, "First witness!
5. lappuse - Relative advantage — the degree to which an innovation is perceived as better than the idea it supersedes.
4. lappuse - Diffusion is the process by which an innovation is communicated through certain channels over time among the members of a social system (Rogers, 1983, p.
217. lappuse - This standard defines usability as "the extent to which a product can be used by specified users to achieve specified goals with effectiveness, efficiency, and satisfaction in a specified context of use.
179. lappuse - In this chapter, a distinction is made between two approaches: the Net Present Value (NPV) and the Internal Rate of Return (IRR).
5. lappuse - ... the degree to which an innovation is perceived as relatively difficult to understand and use; • trialability, the degree to which an innovation may be experimented with on a limited basis, and • observability, the degree to which the results of an innovation are visible to others.
197. lappuse - System Quality, Information Quality, Use, User Satisfaction, Individual Impact and Organizational Impact.

Par autoru (2001)

Wim Van Grembergen is a full professor at the Economics and Management Faculty of the University of Antwerp (UA) and executive professor at the Antwerp Management School (AMS). He teaches information systems at master and executive level, and researches in IT governance, IT strategy, IT performance management and the IT balanced scorecard. Within his IT Alignment and Governance (ITAG) Research Institute ( he conducts research for ISACA/ITGI on IT governance and supports the continuous development of COBIT and VAL IT. Currently he is evolved in the development of COBIT 5. Dr. Van Grembergen is a frequent speaker at academic and professional meetings and conferences and has served in a consulting capacity to a number of firms. He has several publications in leading academic journals and published books on IT governance and the IT balanced scorecard. His most recent book Enterprise Governance of IT. Achieving strategic alignment and value is published in 2009 (Springer, New York). [Editor]

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