“I’ll use IT the way I feel like it” – The influence of user emotions on ERP usage

Due to the growing importance of complex information systems (IS) such as Enterprise Resource Planning (ERP), organizations spend millions of dollars to IS implementations. Implementation of ERP triggers a wide range of end user behaviors, which are strongly tied to ERP’s success and benefits. Despite the progress that has been made in understanding the acceptance and resistance towards voluntary IS usage, less is known about the role of end user behaviors in mandatory IS usage context. Drawing from coping theory and human-material agency perspective, this paper argues that users can show different behaviors in their ERP usage depending on how they feel about the ERP. Thus, we investigate the influence of both negative and positive emotions of users on their behaviors and how these behaviors affect usage satisfaction and frequency of the ERP. We develop a theoretical framework that classifies user behaviors into two distinct types: end user maneuver, and counterproductive work behavior. The role of these user behaviors on the relationship between both positive and negative emotions and ERP usage is studied through a survey of 271 ERP end users in the U.S. The results show that user behaviors positively mediate the relationship between emotions and ERP usage

Vicarious or direct? Testing experiences of interpersonal deviance and employees’ defensive strategies at work

The file attached to this record is the author's final peer reviewed version. The Publisher's final version can be found by following the DOI linkThe interpersonal deviance (ID) literature has mainly relied upon the conservation of resource (COR) theory that explains the dissemination of stressful cues. While literature concerning resource investment decisions at work exists, how and when individuals enter defensive mode is a relatively less researched area. We investigate the effects of two forms of interpersonal deviant experiences, namely, vicarious ID and direct ID that results in self-serving behavior—a defensive withdrawal. We analyzed two waves of 346 subordinate– supervisor pairs. Multilevel path modeling exhibited an indirect effect from direct ID to self-serving behavior via communion striving. On the other hand, there was no indirect effect of vicarious ID on self-serving behavior via communion striving. The results reveal that direct ID is a crucial factor in explaining defensive strategies at work, whereas the effects of vicarious ID are contingent upon certain boundary conditions. Given that, findings show vicarious ID was positively related to communion striving for employees with low relational identification and high susceptibility to emotional contagion. We offer new insights into ID and COR literature by providing important implications for theory and practice

The effect of software engineers\u27 personality traits on team climate and performance: a systematic literature review

Context Over the past 50 years numerous studies have investigated the possible effect that software engineers\u27 personalities may have upon their individual tasks and teamwork. These have led to an improved understanding of that relationship; however, the analysis of personality traits and their impact on the software development process is still an area under investigation and debate. Further, other than personality traits, "team climate" is also another factor that has also been investigated given its relationship with software teams\u27 performance. Objective The aim of this paper is to investigate how software professionals\u27 personality is associated with team climate and team performance. Method In this paper we detail a Systematic Literature Review (SLR) of the effect of software engineers\u27 personality traits and team climate on software team performance. Results Our main findings include 35 primary studies that have addressed the relationship between personality and team performance without considering team climate. The findings showed that team climate comprises a wide range of factors that fall within the fields of management and behavioral sciences. Most of the studies used undergraduate students as subjects and as surrogates of software professionals. Conclusions The findings from this SLR would be beneficial for understanding the personality assessment of software development team members by revealing the traits of personality taxonomy, along with the measurement of the software development team working environment. These measurements would be useful in examining the success and failure possibilities of software projects in development processes. General terms Human factors, performance

Peers matter: The moderating role of social influence on information security policy compliance

Information security in an organization largely depends on employee compliance with information security policy (ISP). Previous studies have mainly explored the effects of command-and-control and self-regulatory approaches on employee ISP compliance. However, how social influence at both individual and organizational levels impacts the effectiveness of these two approaches has not been adequately explored. This study proposes a social contingency model in which a rules-oriented ethical climate (employee perception of a rules-adherence environment) at the organizational level and susceptibility to interpersonal influence (employees observing common practices via peer interactions) at the individual level interact with both command-and-control and self-regulatory approaches to affect ISP compliance. Using employee survey data, we found that these two social influence factors weaken the effects of both command-and-control and self-regulatory approaches on ISP compliance. Theoretical and practical implications are also discussed

Strategies Certified Project Management Professionals Use to Prevent Counterproductive Behavior

Project managers who fail to apply strategies to prevent counterproductive work behavior in information technology projects could negatively affect users, budget costs, timelines, or projects. The purpose of this multiple case study was to explore strategies that project managers used to prevent counterproductive work behavior that put project success at risk. Social learning theory was the conceptual framework for this study. Data were collected through document review of published Project Management Institute (PMI) material as well as semistructured interviews with 10 project managers who were members of a PMI chapter in the southeastern United States, and who held a project management professional certification or an agile certified practitioner certification. Data were analyzed using Yin\u27s methodology and consisted of transcribing, organizing, and coding the interview data, as well as triangulating the interview data in relation to the PMI literature. Five themes emerged from the data: (a) participant communication, (b) proactive planning, (c) personal impact, (d) participant engagement, and (e) issue management. The implications of the study for positive social change include the potential to increase the occurrence of conflict-free and healthy project environments, which could lead to satisfied and motivated project participants resulting in productive and engaged members of the community