Using Process Theory to Analyze Direct and Indirect Value-Drivers of Information Systems

Abstract

An increasing reliance on information systems has necessitated an even greater investment in IT assets. Additionally, large expenditures on training, process redesign, value-added service partners and other organizational changes accompany the more tangible IT investments. In this paper the "process view" is utilized to view how investments in IT and other related activities contribute to an organization's overall value. We show how IT managers can identify gaps and address them so that users and managers of IT can "heedfully interrelate" to leverage IT value. The theoretical implication of the study lies in demonstrating and encouraging the process view of IT in organizations and in showing how qualitative analytical techniques. We believe that in this paper we have been able to "focus on the concerns of practice, provide real value to IS professionals by balancing the pragmatic and academic tone.

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