Abstract

Information Systems (IS) have become essential in reshaping the communication, efficiency, and competitiveness of organizations globally, notably within African and other developing economies (Abrego Almazán et al., 2017). The critical role of IS in these economies notwithstanding, evaluating their impact on organizational performance presents notable challenges and inconsistencies. This study aims to fill the existing research gap by developing methodologies for assessing the impact of IS on organizational performance specifically within developing economies. Leveraging the Delone and McLean (D&M) IS success model as a foundational framework, this research proposes a comprehensive method to evaluate IS effects on organizational outcomes (DeLone & McLean, 2003). The literature suggests a paradigm shift towards a holistic assessment of IS success, encompassing critical dimensions such as information quality, system quality, and service quality. These dimensions are proposed to directly affect user satisfaction and the utility of IS, which in turn, significantly influences organizational performance. Employing a quantitative research design, the study distributed surveys to 103 businesses across Ghana, with data analysis conducted using the Partial Least Squares (PLS) method. This approach facilitates an in-depth analysis of the interplay between IS quality dimensions and organizational performance (Purwanto & Sudargini, 2021). Initial findings highlight the paramount importance of information quality in elevating user satisfaction and the utility of IS, subsequently enhancing organizational performance. A positive correlation was found between prioritizing IS quality improvements and achieving superior organizational outcomes, underscoring the strategic imperative of IS quality investments. This research contributes to the literature by outlining a framework for directly assessing the impact of IS on organizational performance, thereby offering a strategic roadmap for IS investment decisions in developing economies (DeLone & McLean, 2003).

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