Preface for the Third Edition - Read

8. Economics 409
contrary to the relationships depicted in the model. Ballantine et al. do not provide
measures for constructs as complex as learning cycle, project management, culture
or movements of competitors. Even though the model represents a brave attempt to
respond to a great part of the critique against the DeLone/McLean model, it still
lacks operationalization and raises more new question than it answers.
success
learning
environment filter
competitor movements political, social and economic factors
use of the output
support of champion
FIGURE B-81. The 3-D model of information systems success 645
Thus, despite the critique, the DeLone/McLean model—especially in a slightly
modified and extended version—still seems a pragmatic basis for empirical investigations
because of its simplicity and understandability, the focus on a handful of
relevant and relatively clearly structured categories which makes it applicable in
practice. In order to apply the model to the measurement of success of KMS, it has
to be extended, though.
645. Source: Ballantine et al. 1998, 54.
effective information system
alignment of individual
and business objectives
resources Benefits management
strategy-style-structure-status-culture-fit
used information system
re-organization
type of task user satisfaction user skills
task impact resources personal impact
quality of information used support and maintenance services
delivery
level
integration filter
deployment
level
user involvement and expectations
implementation filter
alternative information sources
support of champion
user experience
mandatory / discretionary
business imperative
technology user involvement IS professional skills & experience
quality of the data used system type; uncertainty, complexity
development process & methodology project management
other change
processes
existing IS
development
level