Computer mediated work: the interplay between technology and structured jobs
Communications of the ACM - Special section on management of information systems
The management of information systems
The management of information systems
An empirical study of the impact of user involvement on system usage and information satisfaction
Communications of the ACM - The MIT Press scientific computation series
Information systems for sustainable competitive advantage
Information and Management
“Combining qualitative and quantitative methods information systems research: a case study"
Management Information Systems Quarterly
The opportunities and constraints affecting an informatics policy: the India experience
Information and Management
Social Analyses of Computing: Theoretical Perspectives in Recent Empirical Research
ACM Computing Surveys (CSUR)
Power, politics, and MIS implementation
Communications of the ACM
The control of information systems developments after implementation
Communications of the ACM - Special section on management of information systems
Information systems and organizational change
Communications of the ACM
Information Systems in Organizations
Information Systems in Organizations
Implementation: The Key to Successful Information Systems
Implementation: The Key to Successful Information Systems
Effectively utilizing systems developers on projects
SIGCPR '93 Proceedings of the 1993 conference on Computer personnel research
Power and information technology: a review using metatriangulation
ICIS '00 Proceedings of the twenty first international conference on Information systems
Decision Support Systems - Special issue: Decision support systems: Directions for the next decade
Gender and information technology: implications of definitions
ACM SIGCSE Bulletin
Implementation of collaborative technologies as a learning process
Critical reflections on information systems
A system implementation study: management commitment to project management
Information and Management
Journal of Management Information Systems - Special issue: Impacts of information technology investment on organizational performance
Journal of Management Information Systems - Special section: Data mining
Loose Coupling and Healthcare Organizations: Deployment Strategies for Groupware
Computer Supported Cooperative Work
Modelling leadership influence on information systems implementation effectiveness
International Journal of Information Systems and Change Management
Managing readiness in enterprise systems-driven organizational change
Behaviour & Information Technology
Testing Klein and Sorra's innovation implementation model: An empirical examination
Journal of Engineering and Technology Management
Moderating effects of localization differences on ERP use: A socio-technical systems perspective
Computers in Human Behavior
Managing IS adoption in ambivalent groups
Communications of the ACM
IS Avoidance in Health-Care Groups: A Multilevel Investigation
Information Systems Research
Cynicism as user resistance in IT implementation
Information Systems Journal
International Journal of Information Management: The Journal for Information Professionals
Hidden assumptions and their influence on clinicians' acceptance of new IT systems in the NHS
Information Systems Frontiers
Measuring Information Success at the Individual Level in Cross-Cultural Environments
Information Resources Management Journal
Understanding the role of satisfaction in the formation of perceived switching value
Decision Support Systems
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Change is a fundamental theme in human life. Yet some organizational behavior and MIS researchers have noted that individuals generally resist changes. MIS researchers have also attributed many implementation problems to users' resistance to change. However, there is no fundamental resistance to every change. Individuals readily adopt changes such as a pay raise or promotion. This article proposes that individuals attempt to evaluate most changes. Changes that are considered favorable are not resisted and may even be sought after and welcomed, while changes considered unfavorable are likely to be resisted. The equity-implementation (E-I) model provides a theory-based understanding of information systems users' resistance to change. It describes the processes employed by users in assessing the change associated with the implementation of an information system or technology in an organization. The model is based upon equity theory, which is a well-established and widely used theory in social sciences. Users employ three levels of analysis in evaluating the change introduced by an implementation. At the first level of analysis, a user is viewed as assessing a change in terms of the gain or loss in his or her equity status. At the second level of analysis, the user is viewed as comparing his or her relative outcomes with that of the organization. Finally, at the third level of analysis, the user is viewed as comparing hi or her relative outcomes with that of other users in the reference group. Users who evaluate the change to be unfavorable in terms of inequity or loss of equity are likely to be distressed by the change and resist it. The E-I model provides a useful framework of analysis for improving our understanding of users' assessment of a change. Managers will find the model useful for overcoming resistance to change during implementation.