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Having defined the outcome of interest, we need a theory to explain it.

• Rational actor (bv. technology acceptance model), it highlight peoples motivations and the actions they take to achieve their goals.
• External control theory, externe krachten
• Emergent process, interacties tussen mensen in organisaties en omgevingen

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We build our framework on a particular emergent process theory designed by Soh and Markus toexplain how information technology creates (or fails to create) business value. Dit model komt overeen met de laatste 3 fasen uit de “Experience Cycle”.

Success is the key-outcome of interest in our framework. The definition of success outcome:
• Multidimensional (Verschillende afdelingen)
• Dynamic concept (Dynamisch, wat je nu vindt hoeft niet over een half jaar nog zo te zijn)
• Relative (tijd)

There is a lack of consensus and clarity about the meaning of success.

Based on our observations of enterprise systems projects, we argue that a minimum set of success metrics includes the fellowing:

1. Project metrics
2. Early Operational Matrics
3. Longer-Term Business Metrics

To accommodate the multidimensionality and relativity of enterprise system success from the adopting organization’s perspective, we define a standard of optimal success, which refers to the best outcomes the organization could achieve with enterprise systems, give its business situation measured against a portfolio of project, early operational, and longer-term business results metrics.

1. Lack of “feature function fit”
2. Organisatie grootte, Strategische flexibiliteit, Decentralized decision-making style (Dell)
3. Toegankelijkheid van alternatieven (Data warehouse system, BI, middleware)
4. Costs, competitive advantage, resistance to change

1. Technical reasons (operating costs, Y2K)
2. Business reasons (one face to the customer)

Je hebt bij grote bedrijven te maken met 3 zaken, ten opzichte van kleine bedrijven:
• Fusies en overnames
• Internationaal
• One client vision