A multilevel model of information system success in the user department: integrating job performance theory and field theory

Abstract

This study adapts from job performance theory and field theory, a multilevel model to identify and validate the antecedents and their effects on information system (IS) success in the user department. The model is validated by using hierarchical linear modelling (HLM) method with survey data of 283 user managers and 42 top managers collected from 42 manufacturing companies in China that were utilising ERP systems. The results reveal that top management support and user manager's knowledge and attitude all significantly affect the level of UDISP, and that top management support significantly moderates the relationship between user-manager attitude and UDISP, but not the relationship between user-manager knowledge and UDISP. To enhance job performance of user managers, top management should proactively support the company to provide them with training, psychotherapy, and positive developmental experiences in order to improve their knowledge and attitude about a specific job.

Development of a tool for measuring building information modeling (BIM) user satisfaction – method selection, scale development and case study

“…Although user satisfaction is widely acknowledged as one of the surrogate measures of information system success (Bailey and Pearson, 1983; Raymond, 1987; Wang and Liao, 2007; Petter et al , 2013; Hsu et al , 2015; Huang et al , 2015), in the AEC industry, what is BIM user satisfaction and in which way to measure the BIM user satisfaction are still underdiscovered. Therefore, the purpose of this study is to introduce the necessity and feasibility of BIM user satisfaction research and define what the BIM user satisfaction is, and then to develop a quantitative method for the measurement of BIM user satisfaction.…”

Financial performance of firms with supply chains during the COVID-19 pandemic: the roles of dynamic capability and supply chain resilience

“…Accordingly, a firm with KBDC would be amenable to change and can increase performance even in the SC disruption situation. Prior research revealed that top management's investment in providing managers with training experiences to enhance their knowledge could not influence organizational performance (Huang et al, 2015). In this vein, knowledge acquisition in organizations does not depend on financial investment.…”