In general, perceptions of information systems (IS) success have been investigated within two primary research streams—the user satisfaction literature and the technology acceptance literature. These two approaches have been developed in parallel and have not been reconciled or integrated. This paper develops an integrated research model that distinguishes beliefs and attitudes about the system (i.e., object-based beliefs and attitudes) from beliefs and attitudes about using the system (i.e., behavioral beliefs and attitudes) to build the theoretical logic that links the user satisfaction and technology acceptance literature. The model is then tested using a sample of 465 users from seven different organizations who completed a survey regarding their use of data warehousing software. The proposed model was supported, providing preliminary evidence that the two perspectives can and should be integrated. The integrated model helps build the bridge from design and implementation decisions to system characteristics (a core strength of the user satisfaction literature) to the prediction of usage (a core strength of the technology acceptance literature).

The IT implementation literature suggests that various implementation factors play critical roles in the success of an information system; however, there is little empirical research about the implementation of data warehousing projects. Data warehousing has unique characteristics that may impact the importance of factors that apply to it. In this study, a cross-sectional survey investigated a model of data warehousing success. Data warehousing managers and data suppliers from 111 organizations completed paired mail questionnaires on implementation factors and the success of the warehouse. The results from a Partial Least Squares analysis of the data identified significant relationships between the system quality and data quality factors and perceived net benefits. It was found that management support and resources help to address organizational issues that arise during warehouse implementations; resources, user participation, and highly-skilled project team members increase the likelihood that warehousing projects will finish on-time, on-budget, with the right functionality; and diverse, unstandardized source systems and poor development technology will increase the technical issues that project teams must overcome. The implementation's success with organizational and project issues, in turn, influence the system quality of the data warehouse; however, data quality is best explained by factors not included in the research model.

A multiyear data transformation project at Caterpillar that has made the company AI-ready provides an exemplary case for what leadership commitment to such a technology project involves. CEOs must go beyond communicating abstract support, by setting a tangible, strategic business goal that the transformation will support; giving teams realistic time horizons and adequate resources; and assigning meaningful, instrumental roles to members of the leadership team.