Technology Acceptance and Organizational Change: An Integration of Theory
Type of Degreedissertation
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This dissertation uses a sequential mixed method research design to examine a new model of change readiness that focuses on change initiatives involving technology. The model is called the model of technological change. It integrates two models, one from organizational change literature and one from information systems (IS) literature. The model of readiness for change follows the theoretical framework provided by Fishbein and Ajzen in the Theory of Planned Behavior (TPB) to predict behaviors using attitudes formed by beliefs, which are in turn informed by antecedents. The model consists of four classes of antecedents: content, process, context, and individual differences, which predict the five change recipient beliefs. The beliefs are: discrepancy, appropriateness, change efficacy, principal support, and personal valence. These beliefs reflect the attitude called readiness for change and predict various change-related outcomes. The technology acceptance model (TAM) comes from IS literature. The model is commonly used to predict use of a new technology after being implemented in an organization. It too follows the framework of Fishbein and Ajzen’s TPB and matches very closely to the model of readiness for change in terms of its content, except that it has two beliefs that are very different, perceived ease of use and perceived usefulness. These two models are combined and both literatures are examined. Additional theoretical development related to expectancy theory as a process to explain readiness and resistance to change is explored by examining the combination of belief constructs within the integrated model. A smaller hypothesized model consisting of one variable from each of the four antecedent categories is tested. The antecedents include specific ERP subsystem for content, training for process, LMX for context, and core self-evaluation for individual differences. The model includes allseven beliefs, and three outcomes, affective commitment, technology acceptance, and personal initiative, are examined. Qualitative data and quantitative data were collected from employees participating in a university change initiative involving the replacement of legacy IT systems with a pervasive enterprise resource planning (ERP) system. Study 1 consists of qualitative data collection and analysis involving of a variety of data sources and the formation of themes and subthemes that guided survey creation for Study 2. Study 2 consists of the collection of empirical data via web-based survey followed by analysis and hypothesis testing using SPSS syntax for moderated-mediation. The results provide overall general support for the integrated model. Specific findings are discussed, as are implications and future research directions.