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. |
No grāmatas satura
1.5. rezultāts no 77.
... focus onfinancial measures thathave longbeen known: the ReturnOn Investment(ROI), the NetPresent Value(NPV), the Internal Rate of Return (IIR) and the simple but popular Payback time. Apart from this purely financialappraisal, themulti ...
... focused on specific end user categories are likely to be more successful than a single broadbrush strategy for all users. The results also suggest a framework for predicting technology adoption in the long run, based on initial adoption ...
... focus on the individual adoption process is consistent with the degree of autonomy most knowledge workers have in carrying out their work. In a comprehensive review of empirical research in information technology diffusion, Fichman ...
... focused on specific job categories are likely to be more successful than a single broadbrush strategy for all users. The knowledge of initial adoption rates and perceived relative advantages can be useful for developing effective ...
... any incompatibilities. Implementation strategies should be focused on making the benefits (relative advantage) of the technology explicit through education and making it easy for users to. 12 Perceived Value and Technology Adoption.
Saturs
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 |