Beyond user acceptance: An examination of employee reactions to information technology systems

Fisher, Sandra L.; Howell, Ann W.

doi:10.1002/hrm.20018

Cited by 64 publications

(60 citation statements)

References 31 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…However, the costs of a lack of acceptance of new systems has also been mentioned as one of the most significant reason for a need for managers to be careful about the way in which the deal with the acceptance of new technologies, as the possible economic ramifications of the failure of technological systems can be significant [23], [24]. The negative impact of the failure of systems can be significant, especially in the modern era as organizations are increasingly using information systems to gain and sustain a competitive advantage, and as the systems are becoming the integral part of the information systems in the organization [25], [26]. There issues are also important for managers, as they want to ensure that they are able to develop a deep understanding of the needs of their employees, and ensure that they put into practice those systems which motivate the employees, and can therefore improve the financial performance of the organization [27].…”

Section: Technology Acceptance Modelmentioning

confidence: 99%

Factors for the Acceptance of Enterprise Resource Planning (ERP) Systems and Financial Performance

Bazhair¹,

Sandhu²

2015

JOEBM

View full text Add to dashboard Cite

Abstract-The purpose of this research paper to present the synthesized theoretical and empirical literature to help in the development of propositions and suggestions of a research agenda on the acceptance of ERP systems and their link with financial performance, the paper develops the technology acceptance model (TAM) to synthesize relevant literature and to develop proposition for future research agendas. The proposition and the research agenda will provide an adequate explanation of the acceptance of ERP systems, and their possible association with financial performance of organizations. The literature does provide a canon of acceptance of ERP systems in relation to financial performance. This research provides a positive association between the acceptance of ERP systems and financial performance. Also, the use of TAM theory provides further insight into identifying the acceptance factors of ERP.

show abstract

Section: Technology Acceptance Modelmentioning

confidence: 99%

Factors for the Acceptance of Enterprise Resource Planning (ERP) Systems and Financial Performance

Bazhair¹,

Sandhu²

2015

JOEBM

View full text Add to dashboard Cite

show abstract

“…Both intended or unintended reactions that occur as a result of ABW implementation within organisations are assessed to avoid neglecting the unintended reactions and overemphasizing the intended reactions (Fisher & Howell, 2004;Klein & Sorra, 1996;Rogers, 2003); but intended and unintended reactions remain undefined. For the purposes of this paper, intended reactions are the anticipated employee reactions that align with and facilitate achieving the intended outcome by the organisation to yield the potential benefits expected from the innovation, such as, the value-adding CRE strategies in the context of ABW.…”

Section: Employee Acceptance Modelmentioning

confidence: 99%

“…For the purposes of this paper, intended reactions are the anticipated employee reactions that align with and facilitate achieving the intended outcome by the organisation to yield the potential benefits expected from the innovation, such as, the value-adding CRE strategies in the context of ABW. Unintended reactions are those that may not align with the intended organisational outcomes which are not just negative but may also be positive (Fisher & Howell, 2004). For example, attractive, elaborate kitchen areas were initially adopted to improve employees' satisfaction and commitment but an unintended reaction was the positive knowledge spill-over and cross-pollination of ideas from more interactions at the kitchen from employees of different departments (Bajaj, 2016).…”

Section: Employee Acceptance Modelmentioning

confidence: 99%

“…For example, attractive, elaborate kitchen areas were initially adopted to improve employees' satisfaction and commitment but an unintended reaction was the positive knowledge spill-over and cross-pollination of ideas from more interactions at the kitchen from employees of different departments (Bajaj, 2016). Since ABW implementation is an organisational change, it is a process in which employees' acceptance of the ABW can vary over time and may not be static but stabilizes over time to the point of equilibrium (Balogun, 2006;Fisher & Howell, 2004).…”

Section: Employee Acceptance Modelmentioning

confidence: 99%

See 1 more Smart Citation

Towards a holistic assessment of employees’ acceptance of innovative workplace designs

Heywood¹,

Sim²

2017

24th Annual European Real Estate Society Conference

View full text Add to dashboard Cite

Purpose: The existing literature on the Activity Based Working (ABW) office concept and its acceptance is lacking a method to holistically evaluate it as an innovation. The purpose of this paper is to provide a model for evaluating employees' acceptance of an innovation, specifically, an ABW office. Design/ Methodology/ approach: Research concerning Activity Based Working (ABW) offices tends to inconsistently evaluate individuals' acceptance of it as an innovation. Studies within the ABW field tend to rely on large-scale employees' satisfaction survey. Although these provide important results, these are often too broad and do not sufficiently explain why employees may be struggling to accept the ABW concept. This study draws on the innovation adoption, technology acceptance and existing ABW literature to provide a holistic model for evaluating employees' ABW acceptance. Findings: A theoretical framework developed from the innovation adoption and technology acceptance literature is presented. This suggests that employees' ABW acceptance is a conflated assessment of three dimensions: affective responses, behavioural responses and cognitive responses. Even though these may be interrelated, all three dimensions have to be assessed. Practical implications: The model presented here can serve as a useful assessment of employees' acceptance of an innovation, specifically, ABW acceptance. This is critical because organisations are achieving mixed outcomes from the ABW but the research community are unclear why. Originality/ Value: This paper fulfils a need for a holistic and consistent way of assessing individual acceptance of an innovation or ABW.

show abstract

“…Furthermore, information, exercises and tasks could be organized, linked, and transmitted between coach and client. However, in many fields of organizational activity, the advent of new technology can be met with resistance (e.g., Dillon & Morris, 1996, Fisher & Howell, 2004. Thus, it is important to understand the attitudes of coaches toward the use of computer technology in coaching.…”

mentioning

confidence: 99%

Attitudes of coaches towards the use of computer-based technology in coaching.

Otte¹,

Bangerter²,

Britsch³

et al. 2014

Consulting Psychology Journal: Practice and Research

View full text Add to dashboard Cite

Coaching has become a widespread development practice. From executives to private individuals, people seek for help from professional coaches to achieve their goals. Computer technology might make coaching practice more efficient and more accessible. Parts of the coaching process could be automated and face-to-face sessions replaced by Web-based communication. However, coaches and clients might take a skeptical view toward the use of computer technology in coaching. For example, they might fear that it undermines the relationship between coach and client. We explored attitudes of coaches toward the use of computer technology. A sample of coaches (N ϭ 161) responded to an online questionnaire about their opinions on the coaching process in general and about computer use in coaching. Internet self-efficacy and the preference for a systematic coaching approach were correlated with positive attitudes toward computer use in coaching. No age or gender effects were found. Implications for further research are discussed, for example, the need to investigate the attitudes of clients toward computer use in coaching as well. Practical implications include increasing the Internet self-efficacy of coaches to foster more positive attitudes toward computer-based coaching tools. Furthermore, such tools should aim to support a systematic coaching approach.

show abstract

Beyond user acceptance: An examination of employee reactions to information technology systems

Cited by 64 publications

References 31 publications

Factors for the Acceptance of Enterprise Resource Planning (ERP) Systems and Financial Performance

Factors for the Acceptance of Enterprise Resource Planning (ERP) Systems and Financial Performance

Towards a holistic assessment of employees’ acceptance of innovative workplace designs

Attitudes of coaches towards the use of computer-based technology in coaching.

Contact Info

Product

Resources

About