Prior research has provided valuable insights into how and why employees make a decision about the adoption and use of information technologies (ITs) in the workplace. From an organizational point of view, however, the more important issue is how managers make informed decisions about interventions that can lead to greater acceptance and effective utilization of IT. There is limited research in the IT implementation literature that deals with the role of interventions to aid such managerial decision making. Particularly, there is a need to understand how various interventions can influence the known determinants of IT adoption and use. To address this gap in the literature, we draw from the vast body of research on the technology acceptance model (TAM), particularly the work on the determinants of perceived usefulness and perceived ease of use, and: (i) develop a comprehensive nomological network (integrated model) of the determinants of individual level (IT) adoption and use; (ii) empirically test the proposed integrated model; and (iii) present a research agenda focused on potential pre- and postimplementation interventions that can enhance employees' adoption and use of IT. Our findings and research agenda have important implications for managerial decision making on IT implementation in organizations.

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Technology Acceptance Model 3 and a Research Agenda on Interventions

The author systematically examines one of the important issues of information — establishing the market price. He introduces the concept of «search» — where a buyer wanting to get a better price, is forced to question sellers. The article deals with various aspects of finding the necessary information.

Economics of Information

We develop and test a theoretical model to investigate the assimilation of enterprise systems in the post-implementation stage within organizations. Specifically, this model explains how top management mediates the impact of external institutional pressures on the degree of usage of enterprise resource planning (ERP) systems. The hypotheses were tested using survey data from companies that have already implemented ERP systems. Results from partial least squares analyses suggest that mimetic pressures positively affect top management beliefs, which then positively affects top management participation in the ERP assimilation process. In turn, top management participation is confirmed to positively affect the degree of ERP usage. Results also suggest that coercive pressures positively affect top management participation without the mediation of top management beliefs. Surprisingly, we do not find support for our hypothesis that top management participation mediates the effect of normative pressures on ERP usage, but instead we find that normative pressures directly affect ERP usage. Our findings highlight the important role of top management in mediating the effect of institutional pressures on IT assimilation. We confirm that institutional pressures, which are known to be important for IT adoption and implementation, also contribute to post-implementation assimilation when the integration processes are prolonged and outcomes are dynamic and uncertain.

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Assimilation of enterprise systems: the effect of institutional pressures and the mediating role of top management

Qualitative Interviewing: The Art of Hearing Data

From Marketing Mix to Relationship Marketing: Towards a Paradigm Shift in Marketing

An effective IT infrastructure can support a business vision and strategy; a poor, decentralized one can break a company. More and more companies are turning to off-the-shelf ERP (enterprise resource planning) solutions for IT planning and legacy systems management. The authors have developed a framework to help managers successfully plan and implement an ERP project

A critical success factors model for ERP implementation

An effective IT infrastructure can support a business vision and strategy; a poor, decentralized one can break a company. More and more companies are turning to off-the-shelf ERP (enterprise resource planning) solutions for IT planning and legacy systems management. The authors have developed a framework to help managers successfully plan and implement an ERP project.

The impact of interorganizational information systems on the structure and management of a supply chain in the textile industry is analysed from a managerial perspective. Case data from detailed, partial longitudinal studies of manufacturer and retail organizations are presented. The competitive strategies of organizations in the supply chain are described and their associated patterns of communication are analysed. It is shown that companies are moving towards cooperative relationships in an effort to make the supply chain as a whole more competitive. The resulting market structure is an electronic hierarchy in which business processes are integrated across organizational boundaries using interorganizational information systems. The strategies of the individual firms are evolving as new opportunities arise and different problems present themselves. The results are compared with current theories on market structure and competition in an electronic trading environment and future trends are outlined.

Cooperative supply chain management: the impact of interorganizational information systems

Enterprise Resource Planning (ERP) systems dominate the information technology landscape of many companies. Organizations are at different stages in the implementation process ranging from the initial analysis of implementation options, through completed standard implementations and to the sophisticated exploitation of ERP systems using advanced knowledge management, customer relationship management and supply chain management systems. The authors present a maturity model for ERP systems that identifies three stages and this is illustrated using case data selected from the study which is based on 24 organizations in the US and Europe. In Stage 1, organizations are managing legacy systems and starting the ERP project. In Stage 2, implementation is complete and the functionality of the ERP system is being exploited across the organization. In Stage 3, organizations have normalised the ERP system into the organization and are engaged in the process of obtaining strategic value from the system by using additional systems such as customer relationship management, knowledge management and supply chain planning. It is shown that the organizations follow an S-shaped curve, and that most companies are in the middle stage. An analysis of the implications for organizations at each stage of the maturity model is presented which will be of value to practising managers. The implications are categorised as impacts on cost, entropy, complexity, flexibility and strategic competitiveness.

A stage maturity model for enterprise resource planning systems use

The impact of interorganizational systems (IOSs) on the structure of market networks is analyzed from a management perspective. A research framework is applied to various organizational settings, yielding a range of mixed mode forms in which elements of both market and hierarchy are evident. These forms are more complex than the simple network or hybrid structures postulated in the management and information systems literature. The framework represents a departure from electronic markets theory, questioning its basic predictions that as companies trade electronically there will be proportionately more markets than hierarchies. Instead, IOSs make possible relationships that combine market and hierarchy elements simultaneously. Although economic forces are driving the changes in network structure, economic variables are tempered by individual firm strategies reflecting investment, network structure and IOS choices. The implications for theory are that traditional analyses of network structures and competiti...

Christopher P. Holland

Papers

A critical success factors model for ERP implementation

A critical success factors model for ERP implementation

Cooperative supply chain management: the impact of interorganizational information systems

A stage maturity model for enterprise resource planning systems use

Mixed Mode Network Structures: The Strategic Use of Electronic Communication by Organizations