Are you a Maverick? Towards a Segmentation of Collaboration Technology Users

Collaboration technologies are heavily used in organizations enabling employees to communicate, cooperate, and collaborate with each other. There exist much research investigating why different people are using different kinds of collaboration technologies, but some of the research results on technology acceptance are contradictious. A reason for these inconsistent results may be unobserved heterogeneity. Aiming to understand the heterogeneity, the presented research-in-progress discusses the examination of collaboration technology user segments. By applying the finite mixture partial least squares (FIMIX-PLS) approach, we aim to provide a differentiated picture of factors affecting individuals in their acceptance of collaboration technologies. Our preliminary results indicate that the aggregated model basing on the four identified segments provides more explanations than the global research model. Our overall research contributes to existing research, since we characterize different users groups and thus, improve interpretability of collaboration technology acceptance

Understanding Mobile Banking Success Through User Segmentation

Mobile banking (MB) which involves the use of mobile devices to access bank accounts for conducting financial transactions has grown rapidly but unevenly with users. Banks realizes the strategic role of user’s satisfaction and the importance of MB systems in their business models. Yet, the diversity of users and disparity of system usage behaviors make difficult to measure MB success. This study segments the MB users on system use behavior of 4,478 users with objective measures by analyzing the MB system log files on various system usage metrics. Then, a subjective measures study surveys the same users on the system success factors of the information systems (IS) success model by using 445 responses. Results indicate that the influence of success factors significantly varies among user segments for intention to use, which makes an important contribution to enhance interpretation of the IS success model

Essays on enterprise social media: moderation, shop floor integration and information system induced organizational change

The digital transformation increases the pressure on innovation capabilities and challenges organizations to adapt their business models. In order to cope with the increased competitiveness, organizations face two significant internal challenges: Enabling internal digital collaboration and knowledge sharing as well as information system-induced change. This dissertation will investigate seven related research questions divided in two main parts. The first part focuses on how an organization can foster digital knowledge exchanges and collaboration in global organizations. Enterprise social media has attracted the attention of organizations as a technology for social collaboration and knowledge sharing. The dissertation will investigate how organizations can moderate the employee discourse in such platforms from a novel organizational perspective and provide insights on how to increase the encouragement for employees to contribute and assure content quality. The developed framework will provide detailed moderation approaches. In addition, the risk of privacy concerns associated with organizational interference in the new digital collaboration technologies are evaluated. The second part of the dissertation shifts the focus to the shop floor environment, an area that has faced substantial digital advancements. Those advancements change the organizational role of the shop floor to a more knowledge work-oriented environment. Firstly, a state of research regarding technology acceptance and professional diversity is presented to create an enterprise social media job-characteristic framework. Further, a unique and longitudinal shop floor case study is investigated to derive organizational challenges for enterprise social media and potentials for empowerment. To validate the future shop floor environment needs use cases for the shop floor are derived and a user profile is established. The case study is extended by expert interviews to focus on conceptualizing organizational information systems-induced change. In this regard, the role of work practices, organizational and employee mindset and information system change are integrated into a holistic organizational change model that targets employee empowerment. This dissertation provides a comprehensive overview of enterprise social media from an organizational management and shop floor perspective. It contributes to understanding new digital needs at the shop floor and the information systems-induced change journey towards digital employee empowerment