Characteristics of risk taking executives
Management Science
Management Science
Individual differences in human-computer interaction: a survey
Computers and Industrial Engineering
Process innovation: reengineering work through information technology
Process innovation: reengineering work through information technology
Empirical evaluation of the revised technology acceptance model
Management Science
Assessing IT usage: the role of prior experience
MIS Quarterly
The Architecture of Cognition
How Can Organizational Memory Theories Contribute to Organizational Memory Systems?
Information Systems Frontiers
Workflow Automation: Overview and Research Issues
Information Systems Frontiers
Assessing the Construct Validity of Risk Attitude
Management Science
Gatekeepers and Referrals in Services
Management Science
Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis
Organization Science
Overcoming organizational challenges to secure knowledge management
Information Systems Frontiers
Examining the effects of cognitive style in individuals' technology use decision making
Decision Support Systems
Understanding the behavior of mobile data services consumers
Information Systems Frontiers
Managing the diffusion of organizational learning behavior
Information Systems Frontiers
Investigating mobile wireless technology adoption: An extension of the technology acceptance model
Information Systems Frontiers
Guest editorial for the special section on "Technology acceptance, usage, and competitive advantage"
Information Systems Frontiers
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Organizations often under-utilize expensive information technology (IT) enabled work processes that automate routines or processes that were previously carried out manually. One reason for this phenomenon may lie in the types of decisions made by technological gatekeepers, who are key individuals charged with deploying new technologies in organizations. From an organizational learning perspective, technological gatekeepers are more likely to perform successfully when they make appropriate decisions about exploring or exploiting the routines associated with a new technology. The factors that influence gatekeepers' decisions about exploration or exploitation, however, are still largely unexplored. In this study, we present a model based on the basic technology acceptance model (TAM) to examine this issue. We use concepts from the literatures on organizational learning, expertise, and cognitive styles to elaborate on the constructs in our model, and examine how these literatures can inform our understanding of technological gatekeepers' decisions. The goal of this paper is to accelerate micro-level research on new technology deployment in organizations by identifying some key issues and propositions for future studies.