The DeLone and McLean (D&M) Information Systems (IS) Success Model has served as a dominant framework for evaluating IS effectiveness for over three decades. This panel report synthesizes insights from a scholarly panel held at ICTO 2025 that convened the model's co-creator and experts in AI, digital transformation, user behavior, governance, and sustainability to reimagine the model's future evolution. We first recount the model's foundations, then examine how contemporary societal, technological, political, and environmental forces challenge its traditional formulation. The panel discussion revealed both consensus and healthy tensions: panelists agreed the six core dimensions of success remain largely timeless, yet underscored the need to adapt how these dimensions are defined and measured, considering new realities. We highlight emerging themes such as the criticality of human-centric design to ensure information quality and trust in AI systems, the reconceptualization of "use" and "user satisfaction" as rich user experience constructs encompassing enjoyment and well-being, the incorporation of negative outcomes as part of success evaluation, and the broadening of "net benefits" to include societal and environmental impacts. We discuss how the panel's insights extend recent literature, including new measures for social IS success and frameworks for multi-stakeholder value. We also outline directions for future research.

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.

Through an explorative case study, this paper provides insights on how the adoption of a digital collaboration tool (i) can create a more trust-based relationship between ITO client and suppliers, and (ii) can foster collaborative relationships that result in both operational and strategic innovation outcomes. Our case study is based on an ITO project developed by Infocert, the first Certification Authority in Italy, having issued and managed more than 4,500,000 qualified certificates of digital signature. Our findings show how digital collaboration can affect trust before and during the engagement phase of the IT outsourcing process. The digital media tool increased communication flexibility and supported temporary relationships based on explicit rather than implicit agreements. This case, therefore, highlights how the use of a digital collaboration tool can change relational governance in a short time frame as trust among client and suppliers switched swiftly from affective attitudes to a more objective relations based on competencies.

Cybersecurity governance is a critical issue for organizations engaged in a constant struggle to protect their data, brand, customers, and other assets from malignant actors. The nature of what constitutes successful cybersecurity practices and governance, however, is not yet clear, in part because an appropriate measure for cybersecurity success is not likely to be singular or simple. In this qualitative study, we explore perspectives of cybersecurity success through interviews representing various technical and non-technical roles across a variety of organizations, then provide a preliminary framework for understanding dimensions of cybersecurity success (financial, information integrity, operational, and reputational) as well as their associated knowledge domains and alignments.

In the recent era of technological advances and hyper-competition, business intelligence (BI) systems have attracted significant attention from executives and decision makers due to their ability to provide complex and competitive information inputs for the decision process. Following the world of practice, research into the adoption, utilization and success of BI systems has grown substantially over the past two decades. The literature suggests that organizations have largely failed to capture the benefits of BI systems to their full extent and are seeking ways to leverage value from the implemented systems. However, prior studies do not have any comprehensive study that discusses the issues and challenges related to adoption, utilization and success of BI systems. In this study, using a systematic literature review, we present comprehensive knowledge about what has been found in the domain of BI system adoption, utilization and success. A total of 111 peer-reviewed studies, covering three categories – adoption, utilization and success – published between 2000 and 2019, were selected. The findings present the research methods, underpinning theories and key factors employed to study BI system adoption, utilization and success. In addition, the review identified the key issues related to BI adoption, utilization and success and highlighted the areas that have attracted more or less attention. This study also suggests future directions for researchers and practitioners in terms of unexplored themes that may help organizations to obtain value from BI systems.

In recent era of technological advances and hyper-competition, Business intelligence (BI) systems have attracted significant attention from executives and decision makers, due to their ability to provide complex and competitive information inputs to the decision process. Research into the adoption, utilization, and success of BI systems has grown substantially over the past two decades. Evidence from the existing literature suggests that organizations have largely failed to capture the full benefits of BI systems. This study uses a systematic literature review to present comprehensive knowledge about what has been examined in the domain of BI system adoption, utilization, and success. The study reports that although user underutilization and resistance are key challenges, little empirical research has focused on user-centered issues.

Information Systems Success Measurement presents a comprehensive review of the foundations, the trends, and the future challenges of IS success measurement in order to improve research and practice in terms of the measurement and evaluation of information systems. Information Systems Success Measurement explores the foundations and trends in the definition and measurement of information systems success. Starting with an introduction that examines how the concept of “effective” or “successful” information systems has progressed as information technology and its use has changed over the past 60 years. The authors introduce the DeLone and McLean Information Systems Success Model as an organizing framework for this monograph. Section 2 identifies five eras of information systems and for each of these eras the authors consider the types of information systems used in firms, the stakeholders impacted by these systems, the relevant research about information systems evaluation, and the measurement of IS success in practice during each of these periods. Section 3 discusses the foundational research on IS success measurement. Based on the evolution of the field’s understanding of IS success, important trends in IS success measurement is highlighted in Section 4. Section 5 examines the future of IS success research. Section 6 reviews empirical findings related to success factors, which influence IS success. Section 7 explores how managers can improve the methods they use to measure and track IS success. Finally, the authors offer concluding remarks in Section 8.

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.

As companies progressively rely on mobile, social media, cloud and big data in their business, the very nature of IT function within an organisation changes from providing reliable and cost-effective IT support to actively searching new ways to leverage technology and create customer value. For scholars and practitioners alike, the question then arises as to which extent the well-established IT governance models still apply in the new digital context and, if they no longer do, what new models can be proposed to account for the changing demands placed on IT. Through an explorative case study, this paper provides insights on emerging IT governance models within a digital enterprise. Our findings seem to suggest that the role of IT has expanded beyond a robust infrastructure provider to the one a strategy and technology partner. In order to harness the full power of IT in this capacity, companies need to make their IT department more business-aware, incentivize lateral communication and cross-functional learning, and promote integration of previously disconnected functional units.

Companies are making major investments in platforms such as Facebook and Twitter because they realize that social media are an influential force on customer perceptions and behavior. However, to date, little guidance exists as to what constitutes an effective deployment of social media and there is no empirical evidence that social medial investments are yielding positive returns. This research provides two important and unique contributions to research and practice through the development and validation of a meaningful measure of the service quality effectiveness of the corporate social media environment, and through the development of an important mediator construct (Social Value) that can be used to capture the user experience of a social media community. These contributions and the resulting research model provide a strong theoretical basis for researchers interested in testing the impact of corporate social media service quality and social value on customers’ behavioral responses.

e are pleased to introduce this special issue of theJournal of Information Technology on Leveraging theIS Organization for Business Value Creation. Whileorganizations continue to seek ways to leverage informationtechnology (IT) to create business value (Petter et al., 2012),an ever-increasing rate of IT innovation combined with newservice delivery models presents unprecedented challenges(Yoo et al., 2010) and opportunities. The IS organization findsit very difficult to keep up with, let alone to lead, rapiddevelopment of mobile computing, social media, cloud com-puting, virtualization, business analytics, artificial intelligence,and the internet of things. The increased complexity of ITapplications and infrastructure forces organizations to spendmore resources in keeping the lights on and to allocate lessresources in creating new business value (Xia and Lee, 2005).Outsourcing, offshoring, and Software as a Service arechanging the traditional role and expectation of the ISorganization in delivering business value (Gregory et al.,2013). In-house proprietary systems have been largelyreplaced by standardized, off-the-shelf, open systems. Withthe commoditization of IT, every organization has access tothe same technology. Consequently, a sustainable source ofcompetitive advantage does not lie in technology per se but inthe business–IS collaboration that facilitates the realization ofthe potential value of technology. An organization createsbusiness value not only through its internal business–ISdialog, but also co-creates greater value by collaborating withother organizations, customers, and even the public through abroader business–IS dialog (Grover and Kohli, 2012).Creating the business value through IT has been one of themajorresearchtopicsintheISfield.Overthelastdecade,therehas been an important debate on whether or not IT matters asasource ofcompetitiveadvantage (Carr, 2003;DeJarnett etal.,2004). Furthermore, researchers and practitioners have beenengaged in a related debate on whether the IS organization is acost center or a value creator. While empirical evidencegenerally supports a positive effect of IT on organizationalperformance (Aral and Weill, 2007; Han et al., 2011; Kimet al., 2011), some of the fundamental questions aboutIT-value creation remain unaddressed or only partiallyaddressed. For example, the definition of business value ofIT is still ambiguous (Oz, 2005) and we have limitedunderstanding about the process by which IT contributesto business value and the role of the IS organization inthe process (Schryen, 2013). Furthermore, despite the long-standing interest in the digital government (Lee and Kwak,2012), little is understood about how IT creates value in thepublic sector and about the role the IS organization plays inthe value creation process.This special issue recognizes the continuing challenges andopportunities facing the IS organization in terms of creatingthe value for a variety of stakeholders. The special issue aimsto identify effective strategies, governance structures, capabil-ities, social actions, and business and technical processes thatenable IS organizations and teams to successfully delivermeaningful value to its stakeholders. It investigates the rolesthat IS professionals, managers, and teams play in creatingand co-creating value not only for commercial organizationsbut also for governments. Thirty-eight submissions werereviewed and five papers were eventually selected for thisspecial issue.The first paper by Anne Quaadgras, Peter Weill, and JeanneW. Ross, based on literature reviews and evidence from 20case studies, proposes a framework of management commit-ments consisting of strategic choice-making, development ofdigital platforms, working smarter with information, andaction-oriented assessment. This paper suggests that commit-ment is an overarching concept that brings together many oftheimportantmanagementpracticesidentifiedintheIT-valueliterature. The proposed framework, tested via a survey of 210firms, demonstrated that firms that have been more effectivein making such commitments have shown a higher businessimpact of IT on financial performance. The frameworkprovides a comprehensive understanding of the role ofmanagement commitment in terms of influencing the impactsof IT on organizations. Indeed, the framework would helppractitionersaswellasresearchers gain abetter understandingof the factors that influence the successful adoption and

In this paper we propose and develop a "global team boundary complexity" construct based on coordination and complexity theories, to quantify the complexity of the global collaboration environment, from a coordination perspective. The construct contains four formative components: the number of boundary types spanned by the team, the actual number of boundaries spanned, the extent to which boundaries align, and the team member dispersion across these boundaries. We argue that each of these components increases the number of information cues the team needs to process to coordinate the task. We operationalize this measure using social network analysis methods, thus providing a nuanced approach to the study of global team coordination.

What value does information technology (IT) create in governments and how does it do so? While business value of IT has been extensively studied in the information systems field, this has not been the case for public value. This is in part due to a lack of theoretical bases for investigating IT value in the public sector. To address this issue, we present a conceptual model on the mechanism by which IT resources contribute to value creation in the public-sector organizations. We propose that the relationship between IT resources and organizational performance in governments is mediated by organizational capabilities and develop a theoretical model that delineates the paths from IT resources to organizational performance, drawing upon public-value management theory. This theory asserts that public managers, on behalf of the public, should actively strive to generate greater public value, as managers in the private sector seek to achieve greater private business value. On the basis of the review of public-value management literature, we suggest that the following five organizational capabilities mediate the relationship between IT resources and public value - public service delivery capability, public engagement capability, co-production capability, resource-building capability, and public-sector innovation capability. We argue that IT resources in public organizations can enable public managers to advance public-value frontiers by cultivating these five organizational capabilities and to overcome conflicts among competing values.

In 1992, DeLone and McLean suggested that the dependent variable for information systems (IS) research is IS Success. Their research resulted in the widely cited DeLone and McLean (D&M) IS Success Model, in which System Quality, Information Quality, Use, User Satisfaction, Individual Impact, and Organizational Impact are distinct, but related dimensions of IS success. Since the original IS Success Model was published, research has developed a better understanding of IS success. Meanwhile, comprehensive and integrative research on the variables that influence IS success has been lacking. Therefore, we examine the literature on the independent variables that affect IS success. After examining over 600 articles, we focused our attention on integrating the findings of over 140 studies. In this research, we identify 43 specific variables posited to influence the different dimensions of IS success, and we organize these success factors into five categories based on the Leavitt Diamond of Organizational Change: task characteristics, user characteristics, social characteristics, project characteristics, and organizational characteristics. Next, we identify 15 success factors that have consistently been found to influence IS success: Enjoyment, Trust, User Expectations, Extrinsic Motivation, IT Infrastructure, Task Compatibility, Task Difficulty, Attitudes Toward Technology, Organizational Role, User Involvement, Relationship with Developers, Domain Expert Knowledge, Management Support, Management Processes, and Organizational Competence. Finally, we highlight gaps in our knowledge of success factors and propose a road map for future research.

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.