Knowledge that Transforms

A large number of studies have been conducted during the last decade and a half attempting to identify those factors that contribute to information systems success. However, the dependent variable in these studies—I/S success—has been an elusive one to define. Different researchers have addressed different aspects of success, making comparisons difficult and the prospect of building a cumulative tradition for I/S research similarly elusive. To organize this diverse research, as well as to present a more integrated view of the concept of I/S success, a comprehensive taxonomy is introduced. This taxonomy posits six major dimensions or categories of I/S success—SYSTEM QUALITY, INFORMATION QUALITY, USE, USER SATISFACTION, INDIVIDUAL IMPACT, and ORGANIZATIONAL IMPACT. Using these dimensions, both conceptual and empirical studies are then reviewed (a total of 180 articles are cited) and organized according to the dimensions of the taxonomy. Finally, the many aspects of I/S success are drawn together into a descriptive model and its implications for future I/S research are discussed.

This paper defines an information system design theory (ISDT) to be a prescriptive theory which integrates normative and descriptive theories into design paths intended to produce more effective information systems. The nature of ISDTs is articulated using Dubin's concept of theory building and Simon's idea of a science of the artificial. An example of an ISDT is presented in the context of Executive Information Systems (EIS). Despite the increasing awareness of the potential of EIS for enhancing executive strategic decision-making effectiveness, there exists little theoretical work which directly guides EIS design. We contend that the underlying theoretical basis of EIS can be addressed through a design theory of vigilant information systems. Vigilance denotes the ability of an information system to help an executive remain alertly watchful for weak signals and discontinuities in the organizational environment relevant to emerging strategic threats and opportunities. Research on managerial information scanning and emerging issue tracking as well as theories of open loop control are synthesized to generate vigilant information system design theory propositions. Transformation of the propositions into testable empirical hypotheses is discussed.

AbstractData collected on white‐collar and services sector jobs in over 20 large corporations show both the enormous demand from employees for more flexibility in the workplace and the considerable resistance to it by supervisors. The interest in more flexible work practices stems from the tremendous time constraints faced by the many employees with significant family responsibilities. Current practices, schedules, and management philosophy are no longer adequate for workers in this important segment of the labor force and impede them from being as productive as they could be. The major barriers and enablers to flexibility are discussed, and the data on benefits are reviewed. It is argued that if progress toward a more flexible workplace is to continue, the emphasis will have to shift from a strategy of accommodating valued employees to new ways to manage and organize how work is done. © 1993 by John Wiley & Sons, Inc.