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    A methodological critique of the Interpretive Ranking Process for examining IS project failure

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    Rana_Information_Systems_Management_2020.pdf (451.2Kb)
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    Publication date
    2020
    Author
    Hughes, L.
    Dwivedi, Y.K.
    Rana, Nripendra P.
    Keyword
    IS project failure
    Interpretive ranking process
    Factor interrelationships
    Factor dominance
    Rights
    © 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.
    Peer-Reviewed
    Yes
    
    Metadata
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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.
    URI
    http://hdl.handle.net/10454/18120
    Version
    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.
    Link to publisher’s version
    https://doi.org/10.1080/10580530.2019.1696588
    Type
    Article
    Collections
    Management and Law Publications

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