In the age of the smart machine: the future of work and power
In the age of the smart machine: the future of work and power
Explaining the role of user participation in information system use
Management Science
Issues and opinion on structural equation modeling
MIS Quarterly
Power, politics, and MIS implementation
Communications of the ACM
Managing risks in enterprise systems implementations
Communications of the ACM - Supporting community and building social capital
Implementing Enterprise Resource Planning Systems: The Role of Learning from Failure
Information Systems Frontiers
System deep usage in post-acceptance stage: a literature review and a new research framework
International Journal of Business Information Systems
Metaphorical analysis of social factors during information systems development
International Journal of Business Information Systems
International Journal of Business Information Systems
Exploring the impact of information technology on health information-seeking behaviour
International Journal of Business Information Systems
Perceived job effectiveness in coopetition: A survey of virtual teams within business organizations
Computers in Human Behavior
A study of SME private healthcare personnel acceptance of Clinic Information System in Malaysia
International Journal of Business Information Systems
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Usage of information systems has moved increasingly from being an optional means of enhancing productivity to a required part of organisational jobs. However, prior research on technology acceptance has largely focused on volitional systems and on individual rather than organisational factors that could influence technology acceptance and use. As a result, little is known about how management may be able to influence user attitudes toward use of mandatory systems. In this paper, we examine the impact of organisational level influences on individual user attitudes toward system use over time. Our study is set in the context of a major mandatory system implementation at a multi-bank holding company. Our results suggest that subjective norms, top management commitment, and perceived organisational benefits are important to users at different times in the implementation process. Our results also highlight that direct system experience plays a significant role in determining which factors are important and when.