The Electronic Journal of Information Systems Evaluation provides critical perspectives on topics relevant to Information Systems Evaluation, with an emphasis on the organisational and management implications
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Journal Article

When Paradigms Shift: IT Evaluation in a Brave New World  pp21-30

Frank Bannister

© Jan 2005 Volume 8 Issue 1, Editor: Dan Remenyi, pp1 - 80

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Abstract

Over the years, there have been many foci in the search for IT value. However impending developments in information and other technologies may be about to change the nature of the quest entirely. For example, the prospect of technologically enhanced biological function raises new, difficult and disturbing questions about value that need to be explored. Longer term, developments areas such as cyborg technology, artificial intelligence and robotics could have profound, and potentially disruptive, implications for societies and even humanity as a whole. As of now, there is a rapidly diminishing window of opportunity in which to get our values and value systems clear before a combination of technological advance and market forces overwhelms our ability to make important value choices. This paper explores some of the possibilities that may be coming our way and asks some difficult questions about IT value in what may be a brave new world.

 

Keywords: IT value, emerging technology, artificial intelligence, robotics, cyborgs, nanotechnology, discontinuity

 

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Journal Article

Why IT Continues to Matter: Reflections on the Strategic Value of IT  pp159-168

Frank Bannister, Dan Remenyi

© Jan 2006 Volume 8 Issue 3, ECITE 2005 Special, Editor: Dan Remenyi, pp143 - 230

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Abstract

In May 2003 an article by the former editor of the Harvard Business Review (HBR), Nicholas Carr, in HBR, suggested that IT was no longer a strategic concern for management and that investments in IT should, in future, be restricted to the routine. Carr's thesis has been widely debated, not least in the context of IT value in general and its strategic value in particular. Notwithstanding flaws in his reasoning, this short nine‑page article appears to have had a significant impact and influence on the way chief executives think about IT, and has had real consequences for IT budg‑ ets, not to mention careers. Carr went on to develop his ideas in a subsequent book. This article examines Carr's argu‑ ments at a number of levels and suggests that it would be unwise to base long‑term thinking about IT on his conclusions.

 

Keywords: IT value, strategic value, technology value, strategy, innovation

 

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Journal Article

IS Evaluation in Practice  pp169-178

Ann Brown

© Jan 2006 Volume 8 Issue 3, ECITE 2005 Special, Editor: Dan Remenyi, pp143 - 230

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Abstract

IS evaluation exercises continued to engender scepticism. The evaluation of IS investment is considered a 'wicked problem' and there are good reasons for this judgement. The topic has attracted many researchers. There is a substantial body of literature on the problems of measurement and the inadequacies of traditional investment appraisal methods. A wide range of alternative tools has been proposed to replace these approaches. But many surveys of actual practice have established little evidence of their use. Reported IS evaluation practice appears to be relatively unsophisti‑ cated or absent in many organisations. This paper draws on existing literature and case material to analyse the problem facing organisations when planning an IS evaluation exercise. It argues that the factors that can undermine the effectiveness of IS evaluation projects pose ma‑ jor problems. Management apathy may be a rational response to a complex and difficult exercise that often yields little benefit to the organisation.

 

Keywords: IS evaluation, Failure-prone decision process, IS Business value, IS evaluation project

 

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Journal Article

Impact of the Quality of ERP Implementations on Business Value  pp221-230

Oana Velcu

© Jan 2006 Volume 8 Issue 3, ECITE 2005 Special, Editor: Dan Remenyi, pp143 - 230

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Abstract

This study compares the financial performance trend of successful and less successful ERP implementers over three years following the implementation. The findings indicate no significant difference in the change in ROA and ROI of the two groups of adopters. Successful ERP adopters however have statistically significant higher efficiency benefits in terms of Asset Turnover and Capital Turnover than the less successful ERP adopters in the first two years after implementation. The findings of this paper reveal no significant contribution of the implementation effort to the suc‑ cess of ERP implementations.

 

Keywords: ERP implementations, IT investments, Business value, Investment quality

 

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Journal Article

Using Value‑at‑Risk for ISIT Project and Portfolio Appraisal and Risk Management  pp1-6

Stefan Koch

© Mar 2006 Volume 9 Issue 1, Editor: Dan Remenyi, pp1 - 43

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Abstract

This paper makes the case for adopting a risk measure from the finance sector for ISIT project and portfolio evaluation. The proposed value‑at‑risk approach constitutes a well‑tested approach in high‑risk environments, especially banking, and reports the expected maximum loss (or worst loss) over a target horizon within a given confidence interval. Value‑at‑risk is computed using either an analytical, parametric approach, or resorting to simulation, either based on historical samples or Monte Carlo methods. The main advantages of using value‑at‑risk measures are that they are methodologically consistent with modern ISIT evaluation approaches like real options, that they offer possibilities for management and assessment of ISIT project portfolios, and that the results are easy to interpret.

 

Keywords: IT investment, risk management, value-at-risk, project portfolio

 

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Journal Article

Does ROI Matter? Insights into the True Business Value of IT  pp93-104

A J G Silvius

© Nov 2006 Volume 9 Issue 2, Editor: Dan Remenyi, pp45 - 104

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Abstract

Ever since the introduction of an 'IT productivity paradox' by Robert Solow, the business value of information technology (IT) has been the topic of many debates by practitioners as well as by academics. In these discussions a distinction can be made between the variance approach, investigating what the relationship between IT investments and organisational performance is, and the process approach, investigating on how this relationship works. Following the process approach, this paper describes a useful framework for assessing the organisational impact of IT. Secondly the paper considers the relation between IT impact and organisational performance and reviews the IT investment evaluation methods. The paper concludes with a proposal for a multivariable value assessment sheet, based on insights derived from the balanced scorecard theory.

 

Keywords: IT business value, return on investment, real option valuation, balanced scorecard

 

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Journal Article

A Public Value Evaluation of e‑Government Policies  pp61-72

Walter Castelnovo, Massimo Simonetta

© Jun 2008 Volume 11 Issue 2, Editor: Dan Remenyi, pp51 - 108

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Abstract

Public Administration aims at producing value for citizens; the use of ICTs to improve government and governance, as implied by e‑Government, can be considered as a means to increase the public value produced by Public Administration. As a consequence, the policies for e‑Government can be evaluated according to their ability to increase the Public Administration capacity of producing public value, both for citizens as users and citizens as operators of Public Administration. In the first case, the policies for e‑Government can be evaluated with respect to the quality of the services delivered to citizens; in the latter case they can be evaluated with respect to their ability to improve the system of Public Administration. In this paper, we describe a public value evaluation of two different systems of support to e‑Government projects implemented in Lombardy Region (Italy). Both systems support Small Local Government Organizations that set up aggregations in order to implement innovation projects. The two systems we will consider concern the funding for e‑ Government projects according to the Italian National Action Plan for e‑Government and the Regional Government funding for the implementation of Inter‑organizational Information Systems for Local Government (SISCoTEL). Considering the stability in time, the attractivity and the level of trust within the funded aggregations as indicators of public value (considered from an internal point of view), in the paper we will use data concerning the Local Government in Lombardy to compare the two supporting models according to their capacity to set up aggregations that are stable, attractive and that could strengthen the level of trust among the partners. In section 1 we will describe some of the actions currently in use in Italy to support the spread of E‑Government at a local level. In section 2 we will describe the models for supporting innovation implemented in the National Action Plan for e‑ Government and in the Regional Plan for the activation of SISCoTELs. In section 3 we will compare the main characteristics of the two supporting models. Finally, in section 4 we will evaluate the two models, from a public value point of view, with respect to their capacity to strengthen the cooperation among Local Government organizations.

 

Keywords: e-Government, public value, local government, inter-municipal cooperation

 

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Journal Article

Creating Strategic Value through Executive Information Systems: an Exploratory Study  pp57-76

Elmarie Papageorgiou, Herman de Bruyn

© Jan 2010 Volume 13 Issue 1, ECIME 2009, Editor: Elizabeth Frisk and Kerstin Grunden, pp1 - 96

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Abstract

Over the past few years, information technology has grown so rapidly that businesses had to adjust very quickly to keep abreast of fast growing technologies and international trends. An increasing number of South African companies listed on the Johannesburg Stock Exchange (JSE) have implemented Executive Information Systems (EISs) that have resulted in the widespread use of computers in companies. Users of EISs need systems that provide them with access to diverse types of information in order to take decisions, to solve problems and to compete with competitors. This article discusses whether South African companies create strategic value through the use of EISs. The strategic value of the business is explained as an advantage to improve businesses’ performances firstly, by gains in profitability and financial strength and secondly, gains in the businesses’ competitive strength and market standing. Executives and top management need to be aware of the opportunities available to them by using information technology as a business tool to analyse their businesses’ performance and competitiveness. This study is an exploratory study and the research method is quantitative of nature. A structured questionnaire was designed and was sent to 334 listed JSE companies in order to investigate the existence of an EIS, the gathering, selecting and use of information in companies in order to make decisions and to solve problems. Many businesses have chosen EIS technology to provide relevant and accurate information to top management and executives. Currently the EIS provides information that is only available to executives and top management, but the need exists to expand EISs to other users in the business. The research questions investigated in this study are to establish what EISs offer to fulfil the needs of users and to determine the impact on creating strategic value within the business in order to keep pace with on‑going changes in technology. In addressing these problems the existence of EISs was investigated to debate, express, and understand the role and use of an EIS and resulted in creating strategic value for businesses. The value of the study explains the vital importance of executives influence towards the adoption, commitment and use of EISs at strategic management levels, creating and adding strategic value in companies. The findings of the study add to the current understanding and awareness of EISs in listed JSE companies and therefore create an environment in which the business can enhance sustainability and strategic competitiveness. Responses were favourable since respondents requested a report on the outcome of the results as they expressed an interest in the underlying motivation of the study and how their company compares with their competitors in the industry. Conclusions drawn from the results are that EISs need to incorporate all the unmet needs of users in order for EISs to add strategic value and to be used as effective business tools in companies.

 

Keywords: competitive advantage, executive information system, information technology, performance, strategic value, sustainability

 

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