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Abstract

This paper investigates the effects of efforts by firms to improve the quality and frequency of evaluation for information systems project ideas and completed systems. We develop a framework, based on organizational learning theory, for the expected impacts, singly and together, of efforts to increase evaluation and to improve evaluation processes. We investigate whether developing the evaluation process leads to more frequent and more thorough evaluation and whether increased evaluation, improved evaluation, or both jointly affect evaluation quality. We found that improved evaluation led to more frequent evaluation. Neither improved evaluation processes nor increased frequency and thoroughness of evaluation clearly led to higher evaluation quality. Jointly they resulted in decidedly mixed results. We infer from the results that managers want better methods and tools to (1) develop better information for IS evaluation, (2) help them use information better in decision making, and (3) better align IS plans and projects with strategic business plans.

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