A conceptual model integrating trust into planned change activities to enhance technology adoption behavior

Abstract

Trillions of dollars are annually spent on the development and implementation of information technology within the United States and around the world. On average, roughly 50% of such systems are considered failures or fall short of meeting the expectations set forth by management. The lost productivity and high costs associated with these shortcomings necessitate the identification of alternative frameworks for facilitating the successful acceptance and continued internalization of new technologies. Internalization is defined as the effective and continued use of a technology over time. As such, this paper introduces a conceptual model for examining the effect of trust and planned change initiatives on technology adoption behavior. We propose that technology trust and interpersonal trust, when coupled with planned change initiatives, lead to greater technology adoption and internalization. A series of propositions are introduced and examined between trust, planned change, technology adoption, and internalization. Implications and recommendations for future explorations and development are presented.

RFID Technology: Implications for Healthcare Organizations

“…The test results clearly suggest that perceived risk (p<0.001) and organizational resistance to change (p<0.001) have a negative and significant relationship with perceived usefulness of RFID technology in healthcare organizations. Thus, the theory concerning these two hypotheses is supported (Lippert and Davis 2006;Sill, Fisher and Wasserman 2006;Wu and Wang 2005;Snoj, Korda and Mumel 2004;Chen and He 2003;Jones 2003). Despite the potential benefits of RFID technology, it is not without its potential drawbacks.…”

“…Regardless of the benefit of a potential new technology, the desired outcome cannot be attained without overcoming organizational resistance to change (Lippert and Davis 2006;Sill, Fisher and Wasseman 2006;Jones 2003). In this regard, the healthcare setting is no exception (Ghodeswar and Vaidyanathan 2008).…”

One More Time Trust Matters: A Theoretical Investigation of the Role of Technology Mediated Trust in the UTAUT Model

“…Srivastava [33], in a similar vein, perform an exploratory study which empirically supports the idea that trust is a relevant component in technology adoption and acceptance, therefore ignoring trust when technology adoption and acceptance models are conceived could lead to misleading or, at least, incomplete theoretical frameworks; their study focuses mainly on the Technology Acceptance Model (TAM), with little consideration of the UTAUT model, which are instead both our point of departure. Furthermore, [34] propose that technology trust and interpersonal trust, when coupled with planned change initiatives, lead to greater technology adoption and internalization, reinforcing the research interest toward a more comprehensive and representative technology adoption model departing from the well consolidated UTAUT model. All these contributions make it clear that trust is a component that must not be ignored when antecedents and consequences of technology adoption are taken into account, otherwise there exists the concrete risk of missing an important piece of the puzzle, if not the main one.…”

Understanding Innovation Deployment and Evaluation in Healthcare: The Triality Framework

“…Trust can be envisaged as technology trust, interpersonal trust and organisational trust (Li et al, 2008;Lippert & Davis, 2006;Lippert & Swiercz, 2005). Lippert and Davis (2006) evaluate the impact of trust on technology internalisation which refers to "the effective and continued use of technology over time" (Lippert & Davis, 2006;Lippert & Swiercz, 2005), and propose that greater degree of interpersonal trust and technology trust among the members of an organisation would lead to effectiveness in technology adoption and eventually achieve internalisation (Lippert & Davis, 2006).…”