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 Issue
Volume 8 Issue 1 / Jan 2005  pp1‑80

Editor: Dan Remenyi

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Modelling Risks in ISIT Projects through Causal and Cognitive Mapping  pp1‑10

Abdullah J. Al-Shehab, Robert T. Hughes, Graham Winstanley

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Empirical Study on Knowledge Based Systems  pp11‑20

Gabriela Avram

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

Frank Bannister

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Seven Ways to get Your Favoured IT Project Accepted — Politics in IT Evaluation  pp31‑40

Egon Berghout, Menno Nijland, Kevin Grant

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Abstract

IS managers are being put under increasing pressure to justify the value of corporate ITIS expenditure. Their constant quest for the 'holy grail' continues, as existing methods and approaches of justifying ITIS expenditure are still failing to deliver. The decision making process is not as objective and transparent as it is claimed or intended to be. This paper discusses seven commonly used tactics used by business managers to influence IT appraisals. The paper takes a 'devil's advocate' position and adopts some irony when looking at the area of power and politics in IT evaluation. Rather than promoting the use of these techniques, this article aims to raise awareness that IT evaluation is not as rational as most IT evaluation researcherspractitioners would want it to be or indeed claim it to be. It is argued that rationalisation or counter tactics may counteract influence techniques in an attempt to get behind the cloak and dagger side of organisational power and politics, but politics and power in decision‑making cannot and should not be filtered out. Due to dissimilarities of objectives, limitations of time and information, influence techniques will always be used. However, rather than being counterproductive, these techniques are essential in the process of decision making of IT projects. They help organisations reach better decisions, which receive more commitment than decisions that were forced to comply with strictly rational approaches. Awareness of the influence and manipulation techniques used in practice will help to deal with power and politics in IT evaluation and thereby come to better IT investment decisions. 

 

Keywords: IT Evaluation, IT Decision Making, IT Assessment, Information Economics, Decision Making, Organisational Power & Politics Information Management

 

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Internet Banking in Brazil: Evaluation of Functionality, Reliability and Usability  pp41‑50

Eduardo Diniz, Roseli Morena Porto, Tomi Adachi

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Exception‑Based Approach for Information Systems Evaluation: The Method and its Benefits to Information Systems Management  pp51‑60

Heikki Saastamoinen

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Peer Assessment: A Complementary Instrument to Recognise Individual Contributions in IS Student Group Projects  pp61‑70

Elsje Scott, Nata van der Merwe, Derek Smith

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Performance Evaluation of e‑Business in Australia  pp71‑80

Mohini Singh, John Byrne

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