The Evaluation of Information Systems: Lessons Learned from Practice

Angela Perego ()
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Angela Perego: SDA Bocconi School of Management

A chapter in Management of the Interconnected World, 2010, pp 325-332 from Springer

Abstract: Abstract IS Performance Management Systems seem to be the right solution for the CIO and IS department’s problems, but they are not so widespread in companies due to the difficulties that companies have in the design and implementation process. This paper attempts to address this issue by investigating what factors affect the design and implementation of IS Performance Management Systems and how these factors influence their shape in terms of IS performance dimensions and measures. The majority of previous studies dealing with this issue sought to develop an algorithm for selecting the appropriate dimensions and measures. This scope implied clarity and a willingness to pursue organizational goals and that only one appropriate set of dimensions and measures exists for a company. This paper points out how it is arduous to define such an algorithm because several “soft” factors, e.g. climate and private goals, affect the final shape of IS Performance Systems.

Keywords: Power Balance; Action Research Project; Internal Customer; Performance Management System; User Department (search for similar items in EconPapers)
Date: 2010
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-7908-2404-9_38

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DOI: 10.1007/978-3-7908-2404-9_38

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