Blackwell Reference Online

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US businesses are currently spending 50 percent of their capital investments on information technology (IT). Thus they are naturally interested in knowing the return on these investments and, by extension, the overall success of their information systems departments. Since the impacts of IT are often indirect and influenced by human, organizational, and environmental factors, the measurement of information systems success is both complex and elusive. The success of information systems (IS) is dependent on several sequential and interdependent activities and is therefore multidimensional. IT components are organized into information systems that produce management reports or customer information that are then used by managers and customers to make decisions and take actions that impact the ability of an organization to achieve its objectives. Organizations seek to measure the value of information systems and technology beyond tangible or financial approaches, such as return on investment ( Rubin 2004 ), using methods such as balanced scorecards and benchmarking ( Seddon, Graeser, and Willcocks, 2002 ). There have been multiple models that strive to explain why people use certain technologies or what makes information systems successful. Davis's (1989) technology acceptance model (TAM) used the theory of reasoned action and theory of planned behavior to explain why some information ... log in or subscribe to read full text