With the explosion of social media systems and collaborative social networks has come the challenge to evaluate whether new measures of information systems success are needed. Social Information Systems are charactersied by distinctly new features and by the changing role of system users. Many of the traditional measures of information systems success may not fully capture the range of experiences and impacts inherent with this unique class of information systems. This study presents a structured literature review to identify Social Information Systems measures found in previous studies. The DeLone and McLean Information System Success Model is then used to organise and analyse existing measures of Social Information Systems across the six dimensions of the IS Success Model: System Quality, Information Quality, Service Quality, Use, User Satisfaction, and Net Social Impacts. Research gaps are identified in terms of insufficient, missing, and needed measures. New measures are then proposed based on the theoretical concepts related to Sociability, Trust, Enjoyment, and ”Regimes of Value”. Finally, this study recommends an agenda for future research for measuring Social Information Systems success.

Being an agile company today is no longer just about timely recognition of early signs of change in order to defend an existing competitive position but rather being able to perpetually transition between a series of short-lived, temporary competitive advantages. While traditional IT governance approaches have lent themselves well to extracting value from a long-lasting competitive advantage, they can become a liability if agile companies need to continuously reinvent themselves in pursuit of a new, “transient” competitive advantage. To that end, a temporal dimension of IT governance (when and how fast to decide) becomes as important as its structural (who decides what) and procedural (how to decide) aspects. In this paper, we adopt a “ternary” view on governance and build on the extant literature in IS, strategy, and organisation design as well as exemplar case studies to explore how traditional approaches to IT governance structures, processes, and relational mechanisms are altered to improve sensing, deciding, and responding capabilities in turbulent business environments. These mechanisms are then summarised into four digital governance principles to guide future research and practice. Those principles are: 1) disciplined autonomy, 2) IS-Business convergence, 3) permeable boundaries, and 4) incremental financial commitment including fast experimentation.

Measuring the success of eGovernment systems depends on how citizens perceive their value. Our understanding of success has been hampered however by (i) the rapid development and complexity of Internet technologies and (ii) the lack of conceptual bases necessary to represent the ever expanding range of success dimensions. This study proposes Public Value theory to reposition the DeLone and McLean IS Success Model in order to encompass three essential success or value clusters: efficiency, effectiveness and social value. The efficacy of this approach is demonstrated by creating a Public Value-based (Net Benefits) construct to measure IS success from the citizens' perspective within the context of eGovernment 2.0 systems. Survey responses from 347 experienced users of U.S. government Web 2.0 websites confirm that the proposed success measure is reliable and valid and that the nine-factor structure (Cost, Time, Convenience, Personalisation, Communication, Ease of Information Retrieval, Trust, Well-Informedness and Participate in Decision-Making) can explain a major portion of citizens' perceptions of eGovernment success. Additionally, the nine-factor Public Value construct was applied to three identified eGovernment user groups: Passive, Active and Participatory, in order to better understand success in specific usage contexts, including Web 2.0.

Software development teams are increasingly global. Team members are separated by multiple boundaries such as geographic location, time zone, culture, and organization, presenting substantial coordination challenges. Global software development becomes even more challenging when user requirements change dynamically. However, little empirical research has investigated how team dispersion across multiple boundaries and user requirements dynamism, which collectively increase task environment complexity, influence team coordination and software development success in the global context. Further, we have a limited understanding of how software process capabilities such as rigor, standardization, agility, and customizability mitigate the negative effects of global team dispersion and user requirements dynamism. To address these important issues, we test a set of relevant hypotheses using field survey data obtained from both project managers and stakeholders. Our results show that global team dispersion and user requirements dynamism have a negative effect on coordination effectiveness. We find that the negative effect of global team dispersion on coordination effectiveness decreases as process standardization increases and that the negative effect of user requirements dynamism on coordination effectiveness decreases as process agility increases. We find that coordination effectiveness has a positive effect on global software development success in terms of both process and product aspects.

Since DeLone and McLean (D&M) developed their model of IS success, there has been much research on the topic of success as well as extensions and tests of their model. Using the technique of a qualitative literature review, this research reviews 180 papers found in the academic literature for the period 1992–2007 dealing with some aspect of IS success. Using the six dimensions of the D&M model – system quality, information quality, service quality, use, user satisfaction, and net benefits – 90 empirical studies were examined and the results summarized. Measures for the six success constructs are described and 15 pairwise associations between the success constructs are analyzed. This work builds on the prior research related to IS success by summarizing the measures applied to the evaluation of IS success and by examining the relationships that comprise the D&M IS success model in both individual and organizational contexts.

Surveys of IS management issues play a valuable role in identifying important topics for IS research and in identifying important areas for IS management attention. However, researchers and practitioners should be careful how they report and interpret the results of IS issues surveys. Survey studies’ reporting the rankings of individual IS issues for specific geographical regions can be misleading. This study interviewed 62 IS managers from Kuwait regarding the relative importance of 25 IS management issues. Results confirm the presence of seven underlying IS management issue dimensions. The top two ranked factor dimensions are 1) the effective management of IS resources (e.g., data, networks and applications) and 2) managers’ knowledge of IS. This study’s issue factors differ from those found in earlier studies in the Gulf region and Taiwan. These results indicate that senior IS managers in different countries focus on different management areas based on local conditions and practices.