The Technology Acceptance model (TAM) is one of the most influential theories in Information Systems. However, despite the model's significant contributions, the intense focus on TAM has diverted researchers' attention away from other important research issues and has created an illusion of progress in knowledge accumulation. Furthermore, the independent attempts by several researchers to expand TAM in order to adapt it to the constantly changing IT environments has lead to a state of theoretical chaos and confusion in which it is not clear which version of the many iterations of TAM is the commonly accepted one. The present commentary discusses these concerns, speculates on the possible contributions to the current state of affairs, and makes several suggestions to alleviate the problems associated with TAM and to advance IT adoption research to the next stage.
Even though user participation in information system development has long been considered to be a critical factor in achieving system success, research has failed to clearly demonstrate its benefits. This paper proposes user involvement as an intervening variable between user participation and system use. Embedding the constructs of participation and involvement into the theoretical framework of Fishbein and Ajzen, a model is developed and tested in a field study of information system projects. Several key findings emerge from the study. User participation and user involvement represent two distinct constructs, with participation leading to involvement, and involvement mediating the relationship between participation and system use. The critical dimension of user participation is overall responsibility. The role of user participation and involvement is different, depending upon whether system use is mandatory or voluntary.information systems, user involvement, user participation, implementation
De nombreux chercheurs oeuvrant dans différents domaines de la gestion jugent que les conflits forment un aspect important de la vie organisationnelle et qu'il est important de les étudier. Malgré ce fait, les conflits interpersonnels demeurent très peu étudiés dans le développement des systèmes d'information. En s'inspirant des caractéristiques identifiées en management et en comportement organisationnel, l'étude décrite dans ce rapport présente et teste un modèle de conflit interpersonnel et son influence sur le succès des projets d'informatisation. Les données de l'étude ont été recueillies par l'entremise des questionnaires auprès de 265 analystes (l'échantillon principal) et 272 utilisateurs (l'échantillon confirmatif) ayant participé à l'implantation de 162 projets d'informatisation. Les résultats obtenus indiquent que le conflit interpersonnel est composé de trois dimensions : désagrément, interférence et émotion négative. Par ailleurs, même si le style de gestion des conflits a un effet positif sur certaines variables de succès, il ne diminue pas l'impact négatif du conflit interpersonnel sur ces variables de succès. En d'autres mots, peu importe la façon dont il est géré ou résolu, le conflit interpersonnel est perçu comme ayant un impact négatif.
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