Explaining factors affecting technological change adoption

Coeurderoy, Régis; Guilmot, Nathalie; Vas, Alain

doi:10.1108/md-10-2013-0540

Cited by 30 publications

(12 citation statements)

References 60 publications

(70 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The conceptual diagram of this model is given in Figure 2. Many researchers have validated this theory in different cultural contexts (e.g., Chen & Zeng, 2012;Coeurderoy, Guilmot, & Vas, 2014). Some have also proposed adjusted or modified models of UTAUT (Keong, Ramayah, Kurnia, & Chiun, 2012;Seymour et al, 2007).…”

Section: Unified Theory Of Acceptance and Use Of Technology Modelmentioning

confidence: 99%

Behavioural Aspects of ERP Implementation: A Conceptual Review

Mitra

Mishra

2016

IJIKM

View full text Add to dashboard Cite

Recently ERP implementation has seen increasing significance in different sectors. The research related to the implementation issues of ERP has also increased during the past decade. Particularly the behavioral aspects of ERP implementations have been researched in terms of identifying appropriate frameworks, critical success factors, perception and attitude of users and managers, the role of change agents, leadership, etc. This conceptual review summarizes some of the studies done on the above aspects and suggests further research areas. It is suggested that leadership competencies, learning attitude of the users, and organizational power dynamics can be potential areas of research in the context of ERP implementation.

show abstract

Section: Unified Theory Of Acceptance and Use Of Technology Modelmentioning

confidence: 99%

Behavioural Aspects of ERP Implementation: A Conceptual Review

Mitra

Mishra

2016

IJIKM

View full text Add to dashboard Cite

show abstract

“…Scholars from the change management and strategic management domain would mostly agree on the conceptualization as a process (Coeurderoy et al . 2014; Greer et al . 2017; Miller et al .…”

Section: Conceptualization Of Implementation: Lessons From Other Fieldsmentioning

confidence: 99%

“…Dynamic process (Coeurderoy et al . 2014; Guiette and Vandenbempt 2017; Huy et al . 2014; Kellogg 2012; Raja et al .…”

Section: Conceptualization Of Implementation: Lessons From Other Fieldsmentioning

confidence: 99%

See 1 more Smart Citation

From Intended to Actual and Beyond: A Cross‐Disciplinary View of (Human Resource Management) Implementation

Trullén

Bos-Nehles

Valverde

2020

Int J Management Reviews

View full text Add to dashboard Cite

Despite increasing interest in human resource management (HRM) implementation as an explanation for the association between HRM and firm performance, considerableconfusion remains about what implementation means. In order to develop conceptual definitions of HRM implementation and implementation effectiveness, this study builds on three different literatures outside the HRM field (strategy, innovation, and change management), which have addressed this topic extensively. As a result, implementation is characterized as a dynamic process, involving the interaction among multiple actors, starting with the adoption of a new practice and ending with its routinization. This is distinguished from implementation effectiveness as an outcome of that process. The study helps to achieve construct clarity, hence providing a more solid basis for future research and allowing for a better consolidation of findings. The authors also develop an agenda for further research by reviewing a number of theoretical and methodological approaches that have been used in implementation research across fields, including HRM. Overall, the study aims to establish implementation research as a highly relevant academic and practical quest not only in HRM, but also in other management literatures.This is an open access article under the terms of the Creative Commons Attribution-NonCommercial-NoDerivs License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non-commercial and no modifications or adaptations are made.

show abstract

“…Self-efficacy refers to a person's perception of their capability to carry out their work-related duties (Bandura, 1997;Coeurderoy, Guilmot, & Vas, 2014;Parker, 1998). General self-efficacy (GSE) is defined as "individuals' perception of their ability to perform across a variety of different situations" (Judge, Erez, & Bono, 1998, p. 170).…”

Section: Self-efficacy (Se)mentioning

confidence: 99%

Untitled

2019

JEMI

View full text Add to dashboard Cite

The JOURNAL OF ENTREPRENEURSHIP, MANAGEMENT AND INNOVATION is an interdisciplinary, double blind-reviewed journal, emphasizing theoretical and empirical articles in entrepreneurship, management, innovation and related fields. The journal is published both in printed form and on-line at www.jemi.edu.pl. THE ENTREPRENEURSHIP AREA OF THE JOURNAL The entrepreneurship area of the journal covers the three major topics: 1) venture creation and small business, 2) the impact of entrepreneurship on economic growth including local and regional development, and 3) entrepreneurial attitudes and motives. We invite original papers of theoretical and empirical nature, rooted in the disciplines of economics, management, sociology, political science, and psychology. The interdisciplinary research is encouraged to assure a comprehensive approach to the topics discussed and to advance both theory and practice. THE MANAGEMENT AREA OF THE JOURNAL Management, as a thematic scope of the journal, focuses on theoretical and empirical considerations of various areas, such as: strategic management, operation or production management, human resource management, information and management, contemporary management problems, new methods and management tools, new forms of organization and management, new threats in management, or new challenges in the organization's environment. THE INNOVATION AREA OF THE JOURNAL The innovation area of the Journal's focus will emphasize a broad range of topics and approaches, including (but not limited to): 1) role of private and public sector in development and diffusion of innovations, 2) product, process and business model innovations, 3) profiles of innovative products, structures and processes, aimed at improving management practice and providing inspiration for entrepreneurs, 4) comparative analyses of national, regional policy or sector issues, such as R&D trends, patents, citations etc., 5) theoretical work on economic, organizational and scientific aspects of innovation, encouraging the search for inspirations from various disciplines, including natural sciences, arts and humanities. THE ENTREPRENEURIAL FINANCE AREA OF THE JOURNAL The entrepreneur or entrepreneurial firm, the institutions providing finance to the entrepreneurs, and the different types of financial sources used by the entrepreneurial firms or investors. Among the areas of our special interests might be enumerated: accounting and corporate finance, financial market as a background for SME development, entrepreneurial finance, regulatory and supervisory aspects related to corporate finance.

show abstract

Explaining factors affecting technological change adoption

Cited by 30 publications

References 60 publications

Behavioural Aspects of ERP Implementation: A Conceptual Review

Behavioural Aspects of ERP Implementation: A Conceptual Review

From Intended to Actual and Beyond: A Cross‐Disciplinary View of (Human Resource Management) Implementation

Untitled

Contact Info

Product

Resources

About