Information Systems Evaluation ManagementVan 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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1.5. rezultāts no 61.
... had to stop its business. This minicaseshows clearly that E-business projects are to beevaluated and monitored and that each E-business initiative needs a well-defined business case (whatare the benefits and what are the costs?). In vii.
... defines MIS flexibility as the abilityofan MIStoabsorb the demands madeonittocope withchanges originating from both inside and outside a company. Further, the costand time required to dispose of these demands is defined as the penalty ...
... defined by their job categories. Past diffusion studies have been confined exclusively to either individual adopters or large organizational aggregates regardless of adopter job functions. Finally, the study is longitudinal, covering a ...
... defines diffusion as the process by which an innovation is communicated through certain channels over time among the ... defined as follows: Relative advantagethe degree to which an innovation is perceived Jurison 3 diffusion theory ...
... defined as a separate management category because they tend to be more information and control oriented than functional and senior managers, whose work has more motivational and emotive content. The use of any of the applications was ...
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1 | |
2 | |
17 | |
An Empirical Study Based on Q Methodology | 35 |
Chapter 4 Measuring the Financial Benefits of IT Investments on Coordination | 54 |
Chapter 5 A Benefits Realization Approach to IT Investments | 75 |
accountability | 78 |
action | 92 |
Chapter 13 An Information System for Monitoring of Power Quality Disturbances | 218 |
a priori information | 223 |
Chapter 14 Exploring the Role of Expectations in Defining Stakeholders Evaluations of IS Quality | 231 |
Chapter 15 Research on ISIT Investment Evaluation and Benefits Realization in Australia | 244 |
A Post Modernist Perspective | 255 |
Chapter 17 Designing and Implementing an IT Evaluation Program | 274 |
associated target values | 277 |
adequacy of the measures | 278 |
Chapter 6 The IT Evaluation and Benefits Management Life Cycle | 101 |
active realisation of benefits | 104 |
Chapter 7 Identifying the Contribution of ITIS Infrastructure to Manufacturing Agility | 118 |
APS Advanced Planning and Scheduling | 120 |
agile manufacturing | 122 |
Chapter 8 Defining Meaningful Measures of IT Productivity With the Balanced Scorecard | 132 |
Chapter 9 Conceptual Model for MIS Flexibility Evaluation | 146 |
Chapter 10 A Review of Research Issues in Evaluation of Information Systems | 167 |
Chapter 11 Expanding Our View of Information Systems Success | 195 |
An Exploratory Study | 208 |
Chapter 18 A Framework to Evaluate the Informatization Level | 287 |
architecture | 290 |
A Human Resource Forecasting Model for the Royal Netherlands Navy | 299 |
Chapter 20 Towards a Model for Architectural Coordination of Business and IT Perspective | 311 |
About the Editor | 318 |
Index | 319 |
E | 320 |
K | 321 |
Q | 322 |