Learning to use a word processor: by doing, by thinking, and by knowing
Human factors in computer systems
Metaphor, computing systems, and active learning
International Journal of Man-Machine Studies - Ellis Horwood series in artificial intelligence
International Journal of Man-Machine Studies
Organizational factors affecting the success of end-user computing
Journal of Management Information Systems
Plans and situated actions: the problem of human-machine communication
Plans and situated actions: the problem of human-machine communication
Training end users: an exploratory study
MIS Quarterly
Managerial influence in the implementation of new technology
Management Science
Implementing desktop computing, infrastructure, and quality of worklife
ICIS '89 Proceedings of the tenth international conference on Information Systems
Journal of Management Information Systems
SIGCPR '91 Proceedings of the 1991 conference on SIGCPR
Converging end-user and corporate computing
Communications of the ACM
The assessment of end-user training needs
Communications of the ACM
Champagne training on a beer budget
Communications of the ACM
Social influence and end-user training
Communications of the ACM
Assessing IT usage: the role of prior experience
MIS Quarterly
Granting three wishes through performance-centered design
Communications of the ACM
What kind of minimal instruction manual is the most effective
CHI '87 Proceedings of the SIGCHI/GI Conference on Human Factors in Computing Systems and Graphics Interface
A framework for identifying software project risks
Communications of the ACM
Social influence and individual IT use: unraveling the pathways of appropriation moves
ICIS '99 Proceedings of the 20th international conference on Information Systems
The management of end user computing
Communications of the ACM
The Role of Information Technology in the Learning of Knowledge Work
Proceedings of the IFIP TC8 WG8.2 International Working Conference on New Information Technologies in Organizational Processes: Field Studies and Theoretical Reflections on the Future of Work
Meeting the IT-skill shortage in Europe head-on: approaching in unison from practice and academia
SIGCPR '01 Proceedings of the 2001 ACM SIGCPR conference on Computer personnel research
Determinants of user satisfaction with the support function
SIGCPR '02 Proceedings of the 2002 ACM SIGCPR conference on Computer personnel research
Making the case for case-based learning in computer information systems
Current issues in IT education
Social empowerment and exclusion: A case study on digital libraries
ACM Transactions on Computer-Human Interaction (TOCHI)
Over the Shoulder Learning: Supporting Brief Informal Learning
Computer Supported Cooperative Work
The Influence of Attitude on the Acceptance and Use of Information Systems
Information Resources Management Journal
Information Resources Management Journal
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This paper develops a new theoretical model with which to examine the factors that determine employees' technology usage within organizational settings. Much of the prior IS training literature has assumed an underlying relationship between necessary conditions for technology adoption — such as user training and support resources — and actual technology use. Whereas these “facilitating conditions” for technology usage [38, 80, 81] have been taken for granted as factors that influence system adoption and usage, the reality of learning and working in organizational settings suggests an entirely different mode of influence on employees' technology-related behavior. Drawing from research in cognitive anthropology [35], and acknowledging the role of communities of practice that shape learning, behavior, and memory [5, 65, 87, 88], we develop an alternative theoretical framework to explain employees' adoption of technology and their degree of system usage. Contrasting this novel theoretical framework with traditional notions that presume technology usage to be directly related to the amount or perceived quality of user training and support, we evaluate both frameworks with empirical data obtained from a technology implementation initiative across five sites of one nonprofit organization. While both theories receive some support from our data, we argue for the recognition that social influences exert an effect not just on whether employees adopt IT [77], but more importantly on how and how much employees use technology for their jobs. Implications for research and practice related to IT training are provided, as well as to more general lessons for managing technology implementation.