Information technology (IT) investments frequently yield unexpected, uncertain, and undesired results. Therefore, managers must either locate or devise methods for effectively evaluating IT initiatives. Unfortunately, a review of the extant literature suggests that existing methods are frequently either inappropriate or ineffective. In analyzing this problem, we have found that numerous evaluation methods appear to exhibit a tendency toward a ‘product-based’ view of information technology while ignoring its ‘service-based’ dimensions. In addition, we believe that a critical gap exists between the discipline’s conceptualization of “IS success” and the identification and/or creation of metrics for predicting or measuring the contribution of IT to an organization’s value chain. In this paper, we outline our ongoing research efforts to examine the link between IT-based activities and organizational value creation. Specifically, we discuss our motivations for working to develop an IS process model based upon conceptualizations of organizational value chains that is explicitly mapped to the causal relationship models of IS success, such as DeLone and McLean (1992, 2003).
Lomerson, William and Tuten, Paul, "Examining Evaluation Across the IT Value Chain " (2005). SAIS 2005 Proceedings. 23.