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Information Systems (IS), as social artifacts, are open to interpretation during use. This flexibility creates opportunities for individuals to use systems in unanticipated ways to better fit particular tasks. Yet such unanticipated usage is counter to the use of IS as vehicles for managerial control and ensuring consistency in transaction processing across(More)
Much attention is being directed towards IT to facilitate better management of information and enhance decision-making as a result of factors like: expenditure on information technology (IT); the imposition of legislation and implications of standards calling for timely, accurate and comprehensive reporting; and the need to respond to the increasing pace of(More)
Delivered information systems are an integral part of many organisations' information technology infrastructure. Their dynamic nature creates new challenges, not the least of which is the need to measure the quality/effectiveness of these systems. Given the size of investment in these systems, it would be invaluable for business to formulate a fresh,(More)
Following calls to advance the integration of risk and business process modelling paradigms, this paper formalises the process of incorporating risk into business process models through the principles of Value-Focused Process Engineering (VFPE). In doing so, the paper aims to extend the existing VFPE modelling notation to create a common syntax by which to(More)
" Consider your verdict, " the King said to the jury. " Not yet, not yet! " the Rabbit hastily interrupted. " There is a great deal to come before that. " Alice's Adventures in Wonderland, Lewis Carroll Adding to the debate regarding use of the disconfirmation approach in assessment of IS effectiveness, this chapter explores the role that expectations play(More)