Many studies suggest that high information systems effectiveness is associated with high organizational performance. While research measuring the success of information systems has proliferated, models, measurements, definitions, and perspectives it employs vary greatly, leading to little consensus on how to measure IS success. Measuring Organizational Information Systems Success: New Technologies and Practices explores new approaches which may better identify, explain, and improve IS assessment. Professionals and researchers working in information systems success, performance, and measurement will discover emerging theories on information systems success, the latest empirical research findings, and new technologies and practices that encourage successful IS implementation in organizations.

In the era of disruptive technology, the dilemma of why a particular information system encountered unanticipated resistance and never met expectations is still considered an emerging issue. While this context has been intensively studied, we still lack evidence on how this organizational context is affecting the success of information systems from a managerial action perspective. This type of managerial involvement is often neglected to the extent that it becomes a major obstacle to organizational performance. The objective of Creating a Culture for Information Systems Success is to assist CIOs and IT managers on how to use their managerial actions to create a suitable cultural environment in the organization that leads to a successful and sustainable implementation of information systems function. The book provides guidelines for managers on how to create this organizational context, measure it, and make sure it leads to a successful implementation and use of information systems. It carefully illustrates its main theme by providing examples and cases to explain how the behavioral context of an organization led by its managers and executives would lead to the success of the information systems function.

Issues related to organizational context appear frequently in discussions of information systems success. The statement that the information system did not fit the behavioral context of an organization is often part of the explanation of why a particular information system encountered unanticipated resistance from employees and never met expectations. While this context has been intensively studied, we still lack evidence on how this organizational context affects the success of an information system from a managerial action perspective. This type of managerial involvement is often neglected to the extent that it becomes an obstacle to organizational performance. The objective of this book is to assist managers in creating a cultural environment within their organizations that leads to successful implementation of their information systems. The book defines the behavioral context of an organization and demonstrates how, through the leadership of managers and executives, the success of an information system can be achieved. Guidelines for managers will be provided which address how to create this organizational context, measure it, and insure the success of the information system used within it. Once this process is implemented, it becomes apparent to employees within the organization what constitutes a successful information system and how it can be assessed. This phenomenon, which is referred to as a System Behavioral Success Model, represents how managerial actions drive and shape the perception of an information system; and how behavior influences the success of the technical system amidst a complex structure of organizational change.