A Methodological Critique of the Interpretive Ranking Process for Examining IS Project Failure
Laurie Hughesa, Yogesh Kumar Dwivedia✉, Nripendra Pratap Ranab
- aEmerging Markets Research Centre (EMaRC), School of Management, Swansea University Bay Campus, Swansea, Wales, UK
- bSchool of Management, University of Bradford, Bradford, UK
- ✉Corresponding author
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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.
TL;DRThis research critically analyzes the Interpretive Ranking Process using an illustrative empirically derived IS project failure related case study to articulate a deeper understanding of the method. (Semantic Scholar)