DeLone and McLean IS Success Model
DeLone and McLean Information Systems Success Model · Also known as: D&M Model, IS Success Model, DM Model
The DeLone and McLean (D&M) Information Systems Success Model, introduced in 1992 and refined in 2003, provides a comprehensive framework for evaluating information system effectiveness across six dimensions: system quality, information quality, service quality, use, user satisfaction, and net benefits. Unlike acceptance models that focus on adoption intention, the D&M model measures actual realized benefits and organizational impact.
Read the full method
Sign in with a free account to read this section.
Method map
The neighbourhood of related methods — select a node to explore.
When to use it
Use the D&M model to evaluate IS success after implementation, during periodic system health checks, and when assessing return on investment (ROI). The model is especially valuable for justifying IS capital expenditures to executives, measuring the impact of system upgrades, and identifying which quality dimensions most strongly drive business outcomes in your organization. Applies across systems: ERP, customer relationship management, business intelligence platforms, and e-commerce systems.
Strengths & limitations
- Comprehensive framework: captures six complementary success dimensions (quality, satisfaction, use, benefits), not just adoption or intention
- Causally grounded: models sequential relationships (quality → use → satisfaction → net benefits) linking technology features to business outcomes
- Measurement flexibility: allows mix of technical metrics (uptime), surveys (satisfaction), and organizational data (financial benefits)
- Updated for e-commerce: 2003 revision explicitly addresses web-based and e-commerce system evaluation, remaining current
- Measurement complexity: requiring technical data, user surveys, and organizational metrics demands significant data collection across teams
- Time lag to benefits: net organizational benefits may take months or years to manifest, delaying definitive success assessment
- Causality challenges: high correlation between variables does not prove causal direction; satisfaction may drive use or vice versa
- Context dependence: net benefit metrics are highly organization-specific; cross-study comparison of business value is difficult
Frequently asked
How is the D&M model different from user acceptance models like TAM?
TAM measures behavioral intention and early adoption after system introduction. The D&M model measures actual realized success—quality, usage, satisfaction, and business benefits—across the system lifecycle. TAM predicts who will try a system; D&M measures whether the system delivers value over time. Organizations can use both: TAM for adoption diagnostics, D&M for post-implementation evaluation.
What counts as 'net benefits' in the D&M model?
Net benefits are positive organizational impacts minus system costs. Examples: improved staff productivity (measured by output per employee), reduced operational costs (measured by post-implementation vs. baseline), improved decision speed (measured by cycle time reduction), enhanced customer satisfaction (measured by NPS or churn reduction), or improved employee competency (measured by training completion and skill scores). Benefits must be measured organizationally, not just individually.
Can the D&M model be used during system selection (pre-purchase)?
The D&M model is designed for post-implementation evaluation. However, you can apply its six dimensions during vendor evaluation: assess system quality (uptime guarantees, architecture), information quality (reporting capabilities, data integration), service quality (vendor support SLAs), and request case studies showing net benefits from similar organizations. Use this adapted approach to predict likely success in your organization.
How long should I wait before measuring net benefits?
Immediate post-launch (weeks 1–3) typically shows negative net benefits as learning costs dominate. Measure benefits at 3 months (initial productivity gains visible), 6 months (adaptation plateau), and 12–18 months (full capability utilization and process optimization). For large transformations, extend the measurement window to 2–3 years to capture full organizational process redesign benefits.
Sources
- DeLone, W. H., & McLean, E. R. (1992). Information systems success: The quest for the dependent variable. Information Systems Research, 3(1), 60-95. DOI: 10.1287/isre.3.1.60 ↗
- DeLone, W. H., & McLean, E. R. (2003). The DeLone and McLean model of information systems success: A ten-year update. Journal of Management Information Systems, 19(4), 9-30. DOI: 10.1080/07421222.2003.11045748 ↗
How to cite this page
ScholarGate. (2026, June 3). DeLone and McLean Information Systems Success Model. ScholarGate. https://scholargate.app/en/information-systems/is-success-model
Which method?
Set this method beside its closest kin and read them side by side — the library lays the books on the table; the choice is yours.
- TAM2 QuestionnaireInformation Systems↔ compare
- Technology Acceptance Model QuestionnaireInformation Systems↔ compare
- Technology Readiness IndexInformation Systems↔ compare
- UTAUT QuestionnaireInformation Systems↔ compare