Information Systems / Information Technology (IS/IT) Satisfaction is a key indicator of IS/IT success. For IS professionals and providers, satisfaction is critical throughout the life of a system because dissatisfied stakeholders can derail implementation, discontinue using an important system, erode IS/IT budgets, or even transfer their entire IT infrastructure to a different organization. The IS literature offers several perspectives on satisfaction, but none yet accounts fully for known satisfaction phenomena. We identify ten observed satisfaction effects, and summarize six existing models for satisfaction, identifying their merits, and the limits of their explanatory power. We then advance Yield Shift Theory (YST), a new causal theory for the satisfaction response that offers a more complete explanation of this phenomenon. YST derives two propositions from five assumptions to propose that variations in the satisfaction response are caused by shifts in yield for an individual's active goal set. We argue the falsifiability and scientific utility of the theory, discuss its relevance to the IS/IT artifact, and suggest a variety of directions for future research.
Stakeholders who experience dissatisfaction with a system, even for reasons unrelated to its technology, may decline to adopt it or may abandon it even if there is clear evidence of substantial benefit from its continued use. Yield Shift Theory (YST) proposes a causal explanation for the onset, magnitude, and direction of satisfaction responses. . This study of 282 professional knowledge workers in the field doing technology-supported work on real problems finds that the satisfaction responses of the knowledge workers are consistent with the relationships proposed by YST. The relationships held for both causal constructs of YST: shifts-in-utility and shifts-in-likelihood of goal attainment. The relationships held for two objects-ofsatisfaction: work processes and work outcomes.
The 32 autonomous neighbourhood teams of the Amsterdam Police Force need to utilise each other's knowledge and expertise to deal with the variety and complexity of their daily work assignments. However, despite the creation of organisation wide knowledge networks, communication, co-ordination and knowledge sharing between the neighbourhood teams is disappointing. We conducted an action research to investigate how co-ordination in the knowledge networks could be improved with the help of information and communication technologies (ICTs). This article reflects on the choice of co-ordination perspectives and modelling techniques. The above problem is conceptualised and made operational in different ways in research on network co-ordination, knowledge co-ordination and co-ordination of distributed work. The article demonstrates how our initial focus on capturing quantitative measures of the co-ordination problem in a computer simulation was problematic in this case. Instead a social simulation-game that focused on the qualitative issues of this co-ordination problem was developed and played. We conclude that the choice of theoretical perspectives and modelling techniques strongly affected the results of both phases of our action research. Furthermore the article argues that more attention to qualitative issues in co-ordination is required to better understand the impact of ICT-support on co-ordination.
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