An AHP-based methodology to rank critical success factors of executive information systems

Salmeron, Jose L.; Herrero, Inés

doi:10.1016/j.csi.2004.09.002

Cited by 123 publications

(80 citation statements)

References 67 publications

(93 reference statements)

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“…In more recent years, the tendency has been to focus studies more explicitly on success factors for specific categories of information system. For example, the success factors for CRM systems [Kim & Pan, 2006;King & Burgess, 2006]; ERP systems [Sonmers & Nelson, 2001;Plant & Willcocks, 2007;Wang et al, 2008]; executive information systems [Poon & Wagner, 2001;Salmeron & Herrero, 2005] and global systems [Angeles & Nath, 2007;Biehl, 2007] have all been previously studied. Despite the significant period over which success factor studies have been published, and the variation in the technologies studied, there is a surprisingly high degree of consistency in their findings.…”

Section: Success Factors For Systems Developmentmentioning

confidence: 99%

Factors Affecting the Successful Realisation of Benefits from Systems Development Projects: Findings from Three Case Studies

Doherty

Ashurst

Peppard

2012

Journal of Information Technology

113

119

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The return that organisations derive from investments in information systems and technology continues to disappoint. While there is a very significant body of literature on the factors that should facilitate a successful outcome from systems development, there is growing concern that these prescriptions are not having their desired effect. In this paper, we argue that the success of a systems development project should be measured in terms of its ability to deliver meaningful benefits, rather than the timely delivery of a technical artefact, and therefore organisations should adopt an explicit and proactive benefits realisation approach when investing in IT. Consequently, we sought to explore those actionable factors that might facilitate the effective realisation of benefits from systems development initiatives. Three organisations were identified that claimed to adopt a proactive approach to benefits realisation, and detailed studies of their systems development practices were conducted. Our analysis found that whilst one organisation had been successful in its adoption of a benefits realisation perspective, the other two had not, and this allowed us to identify those factors that helped to explain this difference in outcomes. In short, this paper makes an important contribution by identifying how a subset of traditional systems success factors might be enhanced, to give them a more explicit benefits realisation orientation. Moreover, it presents a coherent set of principles that can be used for deriving other factors and practices.

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Section: Success Factors For Systems Developmentmentioning

confidence: 99%

Factors Affecting the Successful Realisation of Benefits from Systems Development Projects: Findings from Three Case Studies

Doherty

Ashurst

Peppard

2012

Journal of Information Technology

113

119

View full text Add to dashboard Cite

show abstract

“…Table 4 summarizes the critical success factors for BI system implementation which are mentioned in the literature. Define the problem clearly -avoid scope creep (Watson, Fuller & Ariyachandra, 2004) Identify user's specific issues and needssolve their problems (Watson et al, 2004) Understand the underlying data issues -BI is not just software (Olszak & Ziemba, 2006) Select the appropriate toolset -look for fast, easy, lightweight and low cost application (Salmeron & Herrero, 2005) Build for flexibility and responsivenessknow that users will require changes early on (Salmeron & Herrero, 2005) Leverage existing staff -eliminate solutions that require new staff and/or consultants (Wixom & Watson, 2001) Lead from the top -leverage your authority and executive buy-in (Wixom & Watson, 2001) Sources: (Eckerson, 2005;Imhof, 2004;Olszak & Ziemba, 2006;Salmeron & Herrero, 2005;Watson, Fuller, & Ariyachandra, 2004;Wise, 2007;Wixom & Watson, 2001) According to Williams and Williams (2007), common mistakes that are made while establishing and managing BI programs are:…”

Section: Critical Success Factors For Bimentioning

confidence: 99%

Critical Success Factors for Implementing Business Intelligence Systems in Small and Medium Enterprises on the Example of Upper Silesia, Poland

Olszak

Ziemba

2012

IJIKM

134

119

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The main objective of this article is to identify the critical success factors (CSFs) for Business Intelligence (BI) systems implementation in small and medium enterprises (SMEs).The structure of the article is subordinated to this objective. The paper identifies the term Business Intelligence, characteristics of Business Intelligence systems, and various perspectives of their development. Then, the existing CSFs of IT projects and BI projects proposed by various authors in literature are reviewed. Next, on the basis of statistical data and literature, the role of SMEs in the economy and the barriers to their development are assessed. The obtained results allowed us to determine that one of the barriers to the SMEs development is the implementation and use of IT. Subsequently, using in-depth interviews with SMEs, the SMEs need for BI systems as well as the determinants and barriers to their implementation are recognized. Based on the findings, using critical thinking and inductive reasoning, the authors of the article along with the researched enterprises have defined CSFs that are crucial for implementing BI systems in SMEs. The results obtained may be useful for managers, policy makers, business analysts, and IT specialists in dealing with planning and implementation of BI systems in SMEs.

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“…Nowadays, we can find several researches about EIS that analyse the success factors and the reasons why executives use EIS Nord & Nord, 1995;Salmeron & Herrero, 2005;Young & Watson, 1995). The study conducted…”

Section: Jl Cano Giner -V Fernandez -M Díaz Boladerasmentioning

confidence: 99%

“…Nowadays, we can find several researches about EIS (Salmeron & Herrero, 2005;Young & Watson, 1995;Leidner, Carlsson, & Elam, 1995;Nord & Nord, 1995) that analyse the success factors and the reasons why executives use EIS. From another point of view, Pijpers, Bemelmans, Heemstra, and van Montfort (2001) review the use of EIS through the Technology Acceptance Model (TAM) (Davis, 1989;Burton-Jones & Hubona, 2006), and propose that a small number of antecedent variables influence actual use.…”

Section: Introductionmentioning

confidence: 99%

Framework for the analysis of executive information systems based on the perceived usefulness and the perceived ease of use

Fernández

Giner²,

Boladeras

2009

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Abstract:The acquisition and use of information are key factors in successful executive performance. Although there are various and different media that executives use to obtain information, in the last decade the academic research has emphasised computer-based systems. Inside this group of systems, we can find the Executive Information Systems (EIS), which are tools that can help executives to obtain relevant informationmore efficiently.Recently, EIS have been analyzed through the Technology Acceptance Model (TAM) with significant results. A deeper review of these results, the existing literature, as well as our own experience, suggest there are some factors that affect to the use of EIS indirectly or as moderating variables, instead of directly as recent studies suggest. The objective of our research is to propose a framework based on the TAM, which shows the different types of factors that affect to the Perceived Usefulness (U) and Perceived Ease of Use(EOU) of EIS, as well as how the kind of influence of these factors on U and EOU.

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An AHP-based methodology to rank critical success factors of executive information systems

Cited by 123 publications

References 67 publications

Factors Affecting the Successful Realisation of Benefits from Systems Development Projects: Findings from Three Case Studies

Factors Affecting the Successful Realisation of Benefits from Systems Development Projects: Findings from Three Case Studies

Critical Success Factors for Implementing Business Intelligence Systems in Small and Medium Enterprises on the Example of Upper Silesia, Poland

Framework for the analysis of executive information systems based on the perceived usefulness and the perceived ease of use

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