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A methodological critique of the Interpretive Ranking Process for examining IS project failure
Hughes, L. Dwivedi, Y.K. Rana, Nripendra P.
Hughes, L.
Dwivedi, Y.K.
Rana, Nripendra P.
Publication Date
2020
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© 2019 Taylor & Francis. This is an Author's Original Manuscript of an article published by Taylor & Francis in Information Systems Management on 02 Dec 2019 available online at https://doi.org/10.1080/10580530.2019.1696588.
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openAccess
Accepted for publication
2019
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Abstract
This research critically analyzes the Interpretive Ranking Process (IRP) using an illustrative empirically derived IS project failure related case study to articulate a deeper understanding of the method. The findings emphasize the suitability of the method for a number of practical applications, but also highlight the limitations for larger matrix sized problems. The IRP process to derive the dominance between IS project failure factors is judged to be methodical and systematic, enabling the development of clear dominating interactions.
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Accepted manuscript
Citation
Hughes L, Dwivedi YK and Rana NP (2019) A methodological critique of the interpretive ranking process for examining IS project failure. Information Systems Management. 37(2): 124-135.
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Article