The role of formal controls in facilitating information system diffusion

Abubakre, Mumin; Ravishankar, M. N.; Coombs, Crispin

doi:10.1016/j.im.2015.04.005

Cited by 18 publications

(9 citation statements)

References 51 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…However, we found that attitude may be influenced by facilitating conditions and social influence, which are the contextual factors in our model. This is perhaps not completely surprising-facilitating conditions such as training programs and help desks may be instrumental in enabling individuals to form positive attitudes about the technology (e.g., Chiu et al 2012;Pynoo et al 2007;Ravishankar 2008;Sahu and Gupta 2007;Sandeep and Ravishankar 2014) whereas individuals may also refine their attitudes based on information or stories shared by others who have already adopted the technology (e.g., Abubakre et al 2015;Chiu et al 2012;Pynoo et al 2007;Sumak et al 2010).…”

Section: Resultsmentioning

confidence: 99%

Re-examining the Unified Theory of Acceptance and Use of Technology (UTAUT): Towards a Revised Theoretical Model

et al. 2017

View full text Add to dashboard Cite

Based on a critical review of the Unified Theory of Acceptance and Use of Technology (UTAUT), this study first formalized an alternative theoretical model for explaining the acceptance and use of information system (IS) and information technology (IT) innovations. The revised theoretical model was then empirically examined using a combination of meta-analysis and structural equation modelling (MASEM) techniques. The meta-analysis was based on 1600 observations on 21 relationships coded from 162 prior studies on IS/ IT acceptance and use. The SEM analysis showed that attitude: was central to behavioural intentions and usage behaviours, partially mediated the effects of exogenous constructs on behavioural intentions, and had a direct influence on usage behaviours. A number of implications for theory and practice are derived based on the findings.

show abstract

Section: Resultsmentioning

confidence: 99%

Re-examining the Unified Theory of Acceptance and Use of Technology (UTAUT): Towards a Revised Theoretical Model

et al. 2017

View full text Add to dashboard Cite

show abstract

“…Behavior control, being a blend of rules, guidelines, standard operating procedures and practices, provides a basis for enhanced construction project performance (Abubakre et al, 2015). Regular meetings, walkthroughs and weekly or monthly reports are some of the typical mechanisms to achieve behavior control (Ning, 2017).…”

Section: Research Model and Hypotheses Developmentmentioning

confidence: 99%

Managerial control mechanisms and their influence on project performance: an investigation of the moderating role of complexity risk

Maqsoom

Hamad²,

Ashraf

et al. 2020

ECAM

View full text Add to dashboard Cite

PurposeDespite the efforts of project managers and the widespread use of project management methodologies, most of the projects remain unfulfilling in terms of delivering targeted performance. This for most part can be attributed to the inability of an organization to implement control mechanisms and ineffective management of complexity risk. Keeping in view the aforementioned problem, the objective of this study is to investigate the association between control modes and project performance. Moreover, this study also examines the moderating role of complexity risk on the association among various control modes and project performance.Design/methodology/approachThe data were collected from 171 construction projects through a postal questionnaire survey. Partial least squares structural equation modeling was utilized for testing the hypothesized relationships of the research model.FindingsThis study found significant positive relation between formal and informal control mechanisms and project performance. It is found that complexity risk significantly moderates the relationship between control modes and project performance. The results indicate that complexity risk positively moderates the relationship between outcome control and clan control with project performance. Furthermore, complexity risks negatively moderates the relationship between behavior control and project performance. However, the association between self-control and project performance is found insignificant in the presence of complexity risk.Originality/valueThis study is the first attempt to study the relationship of control mechanisms, complexity risk and project performance in the construction industry.

show abstract

“…Studies attest that managing change within an organization is problematic, requiring the adoption of a methodological approach involving stakeholders across the organization to realize consistent successful outcomes (Buchanan et al, 2005;Burnes, 2005;Pettigrew and Whipp, 1993). Organizations have struggled with the cultural aspects of change especially in large government and health related sectors where projects have suffered from user resistance, poor change agent performance and related political factors (Abubakre et al, 2015;Cinite et al, 2009;McDermott et al, 2013;Sandeep and Ravishankar, 2014;Warne and Hart, 1997).…”

Section: Poor Change Managementmentioning

confidence: 99%

Mapping IS failure factors on PRINCE2® stages: an application of Interpretive Ranking Process (IRP)

Hughes

Dwivedi

Rana

2017

Production Planning & Control

View full text Add to dashboard Cite

The social, political and cultural issues faced by organizations and their senior management team in the delivery and adoption of strategic projects, is highly complex and problematic. Despite a mature body of literature, increasing levels of practitioner certification, application of standards and numerous government initiatives, improvements in success have been minimal. In this study we analyse the key underlying factors surrounding the failure of Information Systems (IS) projects and explore the merits of articulating a narrative that focusses on senior management embracing practical pessimism. Specifically, we develop a hypothesis supported by empirical study that leverages expert's views on the dominance and interrelationships between failure factors within PRINCE2 ® project stages using an Interpretive Ranking Process (IRP). Our findings establish how the concept of dominance between individual failure factors can necessitate senior management to make key informed and timely decisions that could potentially influence project outcomes based on an empirical derived, interpretive predictive framework.

show abstract

The role of formal controls in facilitating information system diffusion

Abstract: Information systems (IS)

Cited by 18 publications

References 51 publications

Re-examining the Unified Theory of Acceptance and Use of Technology (UTAUT): Towards a Revised Theoretical Model

Re-examining the Unified Theory of Acceptance and Use of Technology (UTAUT): Towards a Revised Theoretical Model

Managerial control mechanisms and their influence on project performance: an investigation of the moderating role of complexity risk

Mapping IS failure factors on PRINCE2® stages: an application of Interpretive Ranking Process (IRP)

Contact Info

Product

Resources

About