An integrative model for information system success: Explaining is success by strategic alignment synthesis is investments and is maturity

The aim of this research was to develop a comprehensive IS evaluation model for IS success linked to organizational performance. A theoretically based, comprehensive set of IS evaluation measures was presented as well as a contingency theory for selecting appropriate measures such as for business-IS alignment practice. By complementing previous studies, this research offered a contribution by proving the contingency relationships between business strategy, IS strategy, IS investment, IS maturity and IS success. By understanding the differences in IS performances through such research processes, the intention was to provide an empirically proven evaluation model. Four detailed hypotheses were presented to test such a research model. In order to test the foregoing hypotheses, we conducted group surveys on a random sample of business executives in approximately 300 companies. The respondents came from both South Korean and Korean based EU & US foreign companies of similar size and operation characteristics. Responses were received from 273 individual executives (one person per firm). The models were tested using the appropriately selected analysis methodologies such as confirmatory factor analysis, analysis of variance, cluster analysis, ANOVA analysis, adjusted deviation score analysis and structural equation modelling.

There are the conclusions of this research. Firstly, we empirically verified the relationships of mutual strategy alignment (matching types) among business strategy, organization structure, IS strategy and IS architecture based on the contingency theory. Secondly, in regards to the mediator effect of IS investment between business-IS strategic alignment and IS benefit, this research concluded that this strategic alignment affects to the goal of IS investment where it magnifies to same IS performance goal. Thirdly, this research found out that there is a moderator effect of IS maturity between IS investment and IS success generally. However, it was not guaranteed to have high IS success rate due to high IS maturity in case of ambiguous or directionless IS investment. Fourthly, we found the fact that there are significant mutual relationship and process natures among IS success measurements by performed a statistical verification. Finally, according to an additional analysis for which of IS maturity (consist of four - plan maturity, implementation maturity, operation maturity, evaluation maturity) can affect to the most of IS success two groups by size - Large enterprises vs. SMEs and by location –Korea based vs. EU/US based enterprises.

In addition, these are practically consistent with the normative insistence or empirical results of previous research. By confirming the crucial role of IS investment, we could capture clues as to the indirect effects of Firm’s business growth, accompanied with appropriate strategic alignments of successful IS reputations in the global market.