Use and productivity in personal computing
ICIS '89 Proceedings of the tenth international conference on Information Systems
Strategic information technology management
Task-technology fit and individual performance
MIS Quarterly
Empirical evaluation of the revised technology acceptance model
Management Science
Assessing IT usage: the role of prior experience
MIS Quarterly
The control of information systems developments after implementation
Communications of the ACM - Special section on management of information systems
The Nature and Determinants of IT Acceptance, Routinization, and Infusion
Proceedings of the IFIP TC8 Working Conference on Diffusion, Transfer and Implementation of Information Technology
Assessing User Competence: Conceptualization and Measurement
Information Systems Research
Understanding online purchase intentions: contributions from technology and trust perspectives
European Journal of Information Systems
The DeLone and McLean Model of Information Systems Success: A Ten-Year Update
Journal of Management Information Systems
Information Systems Research
Exploring information technology adoption in the classroom: case of online learning technology
International Journal of Business Information Systems
International Journal of Business Information Systems
The Effect of Task and Tool Experience on Maintenance CASE Tool Usage
Information Resources Management Journal
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We propose an integrated model that explains performance impacts of information systems IS at the individual level. We incorporate nature of IS use along with task-technology-fit and IS use as determinants of performance impacts of IS at the individual level. Empirically validation of our model indicates that it explains nearly 60% of the variance in performance impacts of IS compared to 16% for the technology-to-performance chain model. These results confirm that the integrated model provides a fuller understanding of performance impacts of IS at individual level by including both task-technology-fit and nature of IS use, an aspect not addressed in the extant IS literature. The theoretical contribution of this research lies in the development of a model for performance impacts of IS that has significantly higher explanatory power than the existing models. We provide managerial implications of our research findings by discussing how to leverage the value of information systems at the individual level.