How Does Contingent Reward Affect Enterprise Resource Planning Continuance Intention? The Role of Contingent Reward Transactional Leadership

During the past decade, an increased focus on charismatic and transformational leadership has led to a diminished recognition of the importance of transactional leadership behaviours for successful information systems. We say that this is important because recent studies have shown that transactional leadership, in the form of contingent reward behaviour, can have substantial effects on employee attitudes, perceptions and behaviour. Therefore, in this study we discuss how contingent reward transactional leadership behaviour influences enterprise resource planning (ERP) users’ continuance intention by proposing a research model that explains how contingent reward has a positive effect on ERP users’ satisfaction and perceived usefulness which leads to ERP continuance intention. We further argue that distributive justice mediates this relationship. This study calls for managers to pay attention to the importance of contingent reward leadership behaviour in continuous intention of ERP

How does contingent reward affect enterprise resource planning continuance intention? The role of contingent reward transactional leadership

During the past decade, an increased focus on charismatic and transformational leadership has led to a diminished recognition of the importance of transactional leadership behaviours for successful information systems. We say that this is important because recent studies have shown that transactional leadership, in the form of contingent reward behaviour, can have substantial effects on employee attitudes, perceptions and behaviour. Therefore, in this study we discuss how contingent reward transactional leadership behaviour influences enterprise resource planning (ERP) users&rsquo; continuance intention by proposing a research model that explains how contingent reward has a positive effect on ERP users&rsquo; satisfaction and perceived usefulness which leads to ERP continuance intention. We further argue that distributive justice mediates this relationship. This study calls for managers to pay attention to the importance of contingent reward leadership behaviour in continuous intention of ERP.<br /

The effects of perceived organizational support and organizational citizenship behaviors on continuance intention of enterprise resource planning

Although perceived organizational support (POS) and organizational citizenship behaviors (OCBs) have long received research attention, little is known of the effects of POS and OCBs in the IS usage context, specifically in the context of enterprise resource planning (ERP) continuance. In this study, the authors integrate three research streams, including POS, OCBs, and ERP continuance intention into one model in order to investigate whether POS and OCBs: altruism, conscientiousness, courtesy, civic virtue, and sportsmanship affect ERP users' continuance intention. Grounded on social exchange theory (SET), this study examined the influence of POS on OCBs, satisfaction, and continuance. In addition, the authors also assessed the mediating effects of OCBs between POS and continuance. A survey utilizing a questionnaire was used to collect data and a total of 250 usable responses were analyzed by using partial least squares (PLS). The authors found that POS indirectly influence continuance intention through satisfaction and OCBs. Conscientiousness, civic virtue, and sportsmanship mediated the relationship between POS and continuance intention, but altruism and courtesy do not. Also, a number of implications for both researchers and managers are proposed

Should We Stay or Should We Go? Analyzing Continuance of Cloud Enterprise Systems

As cloud computing has become a mature technology that companies across all industries have adopted, cloud service providers have increasingly begun to turn their attention to retaining their customers. However, little research has investigated the antecedents of service continuance in an organizational context. To address this gap in research, we carried out a quantitative empirical study. We developed a conceptual model that builds on previous research on organizational level continuance. We tested this model using survey data gathered from decision makers of companies that have adopted cloud enterprise systems. We analyzed the data using PLS. The results show that socio-organizational and technology-related factors can be used to predict continuance intention of cloud computing use. Besides cloud-specific findings, the study also enhances knowledge in organizational-level system continuance and its connection to IS success

E2.0 Post-Adoption: Extending the IS Continuance Model Based on the Technology-Organization-Environment Framework

This paper extends the IS continuance model to improve our understanding of the determinants of E2.0 post-adoption. Our proposed research model incorporates four constructs into the IS continuance model: firm size, firm scope, subjective norms and competitive pressure based on the TOE framework. Results from a survey of customers of a leading E2.0 in China supported our model. We find that organizational and environmental context factors including subjective norms and competitive pressure significantly influence enterprises’ intention to renew their E2.0 service. Perceived usefulness and satisfaction are no longer the strongest predicators of continuance usage in the context of enterprise system

Exploring Organizational Level Continuance of Cloud-Based Enterprise Systems

As cloud computing has become a mature technology broadly being adopted by companies across all industries, cloud service providers are increasingly turning their attention to retaining their customers. However, only little research has been conducted on investigating the antecedents of service continuance in an organizational context. To address this gap in research, we carried out a quantitative-empirical study. We developed a conceptual model that builds on previous research on organizational level continuance. We tested this model, using survey data gathered from IT decision makers of companies which have adopted cloud enterprise systems. The data was analyzed using PLS. The results show that continuance intention can be predicted both by socio-organizational and technology-related factors, explaining 55.9 % of the dependent variable’s variance. Besides cloud specific findings, the study also enhances knowledge in the area of organizational level system continuance as well as its connection to IS success

The Contingent Effect of Personal IT Innovativeness and IT Self-Efficacy on Innovative Use of Complex IT

While organizational investment in complex information technologies (IT) keeps growing, these technologies are often applied at a superficial level and fail to attain the promised benefits. To further extract the value potential of complex IT, this study investigates employee users’ innovate with IT (IwIT), which is a post-acceptance behavior that refers to individual users’ applying IT in novel ways to support their task performance. Drawing on the information systems continuance (ISC) model, we propose a research framework with perceived usefulness (PU) and satisfaction (SAT) as the antecedents of IwIT. We further emphasize the contingent role of personal characteristics and include personal innovativeness with IT (PIIT) and information technology self-efficacy (ITSE) as the moderators of the framework. We validate the model with data from users of two complex ITs: enterprise resource planning (ERP) and business intelligence (BI) technologies. The results suggest that positioning personal factors as moderators significantly increases the explanatory power of the ISC model and offers a more comprehensive understanding about IwIT. Specifically, ITSE positively moderates the effect of PU, and negatively moderates the effect of SAT, on IwIT. The moderating role of PIIT, however, is subject to the specific type of IT of investigation

Explaining Employees Extended Use of Complex Information Systems

Investments in complex information systems by organizations reached a record high of U.S.$26.7 billion in 2004. Yet, organizations seldom use these systems to the fullest extent and attain the expected return on investment. This paper addresses the issue of system underutilization by investigating Extended Use, which refers to using more system features to support one\u27s tasks. Extended Use was examined in the nomological networks of the IS Continuance (ISC) Model and Technology Acceptance Model (TAM). A field survey was conducted in a large manufacturing firm that had successfully implemented a popular enterprise resource planning solution for more than 2 years. All paths in both ISC and TAM were statistically significant. A synthesized model was later proposed and examined in a post hoc analysis. The results indicate that the synthesized model, as compared to ISC and TAM, explained slightly higher variances in Extended Use, Perceived Usefulness (PU), and Satisfaction. Specifically, both Perceived Ease of Use (PEOU) and PU both affected Extended Use. Interestingly, Satisfaction has no direct impact on Extended Use in the presence of PU and PEOU. In contrast to most technology acceptance research, PEOU has a stronger behavioral impact than that of PU. This research provides a framework that explains Extended Use and is one of the few studies that investigates IS use behavior that exceeds simple, shallow, and routine use

User Adoption of Enterprise Resource Planning Systems in the Public Sector

The importance of aligning information technology and business strategies to exploit capabilities and change business practices has increased as firms strive for competitive advantage in a diverse and changing marketplace. Nevertheless, over 50% of firms implementing enterprise resource planning (ERP) systems ranked expected process and value enhancements as inadequate, whereas only 13% indicated that implementations met their needs. The unified theory of acceptance and use of technology (UTAUT) model formed the conceptual framework of this single case study. The study comprised a purposeful sampling of 8 business managers in Southeast Alabama working in related job roles and based on established eligibility criteria. Data collection involved semistructured interviews, casual observations, and document analysis. Through method triangulation and predetermined themes directly related to the UTAUT conceptual framework, 5 themes emerged: management endorsement, change management, training and education, dedicated resources, and governance. Results of this research may influence the elimination of key barriers central in the deployment and adoption of ERP systems by the public sector. The study\u27s implications for positive social change include the potential to enhance social and intellectual capital formation through recognizing strategies that mitigate employees\u27 gender and age variances during an ERP implementation

The determinants and outcomes of user commitment to mandatory information system change

Includes abstract.Includes bibliographical references (p. 248-287).Winning the commitment and support of employees for organisational transformation is a major objective of the leaders of organisational change. However, the determinants and outcomes of employee commitment to organisational change (Herscovitch & Meyer, 2002) are still not yet fully understood, especially with regard to a mandatory information system change in a non-Western environment