Information technology (IT) acceptance research has yielded many competing models, each with different sets of acceptance determinants. In this paper, we (1) review user acceptance literature and discuss eight prominent models, (2) empirically compare the eight models and their extensions, (3) formulate a unified model that integrates elements across the eight models, and (4) empirically validate the unified model. The eight models reviewed are the theory of reasoned action, the technology acceptance model, the motivational model, the theory of planned behavior, a model combining the technology acceptance model and the theory of planned behavior, the model of PC utilization, the innovation diffusion theory, and the social cognitive theory. Using data from four organizations over a six-month period with three points of measurement, the eight models explained between 17 percent and 53 percent of the variance in user intentions to use information technology. Next, a unified model, called the Unified Theory of Acceptance and Use of Technology (UTAUT), was formulated, with four core determinants of intention and usage, and up to four moderators of key relationships. UTAUT was then tested using the original data and found to outperform the eight individual models (adjusted R2 of 69 percent). UTAUT was then confirmed with data from two new organizations with similar results (adjusted R2 of 70 percent). UTAUT thus provides a useful tool for managers needing to assess the likelihood of success for new technology introductions and helps them understand the drivers of acceptance in order to proactively design interventions (including training, marketing, etc.) targeted at populations of users that may be less inclined to adopt and use new systems. The paper also makes several recommendations for future research including developing a deeper understanding of the dynamic influences studied here, refining measurement of the core constructs used in UTAUT, and understanding the organizational outcomes associated with new technology use.

User acceptance of information technology: toward a unified view

It is argued that (a) social identification is a perception of oneness with a group of persons; (b) social identification stems from the categorization of individuals, the distinctiveness and prestige of the group, the salience of outgroups, and the factors that traditionally are associated with group formation; and (c) social identification leads to activities that are congruent with the identity, support for institutions that embody the identity, stereotypical perceptions of self and others, and outcomes that traditionally are associated with group formation, and it reinforces the antecedents of identification. This perspective is applied to organizational socialization, role conflict, and intergroup relations.

Social Identity Theory and the Organization

The Measurement of Organizational Commitment.

This study began with the premise that people can use varying degrees of their selves, physically, cognitively, and emotionally, in work role performances, which has implications for both their wor...

https://www.jstor.org/stable/pdfplus/256287.pdf

Psychological Conditions of Personal Engagement and Disengagement at Work

Introduction 1. Woman's Place in Man's Life Cycle 2. Images of Relationship 3. Concepts of Self and Morality 4. Crisis and Transition 5. Women's Rights and Women's Judgment 6. Visions of Maturity References Index of Study Participants General Index

In a Different Voice. Psychological Theory and Women’s Development. Cambridge, MA (Harvard University Press) 1982.

Careers in organizations

Introduction to the Series Preface Acknowledgments PART I: CONTEMPORARY CAREERS 1. The Study of Careers The Changing Context of Careers Why Study Careers? What Is a Career? A Working Definition of Career Why Are Careers Important? Conclusion 2. The Protean Career Contract The Nature of a Psychological Contract The Nature of the New Contract Stages of Adaptation: Three Types of Companies Continuous Learning via Psychological Success Implications for Organizational Career Management Questions for Further Research Conclusion PART II. ELEMENTS OF THE CAREER 3. Career Choice and Decision Making Eras of Career Research Matching People and Occupations Process Models: How Are Career Choices Made? How People Choose Organizations Conclusion 4. Life, Career, and Learning Stages Are Career and Life Stages Still Relevant Today? Life Stages Schein's Model of the Organizational Career The Early Career Years: Becoming Established Midlife and Midcareer: Maintenance and Reexamination A New Stage Model for the Middle and Later Career Years and Beyond: Learning Cycles Later Career and Adjustment Into Retirement Summary of Developmental Needs in Early, Middle, and Late Career Research Issues Conclusion 5. Predicting Career Effectiveness: Performance What Is Career Effectiveness? Understanding How the Process of the Career Affects Performance Research Issues Conclusion 6. The Protean Career Identity and Attitudes Career Identity Career Attitudes Conclusion 7. Career Adaptability - R.F. Morrison & D.T. Hall Why Adaptability Is Critical to Contemporary Career Development Observing the Experience of Adaptability A General Model of Adaptability An Integrated Model of Adaptability Questions for Future Research Conclusion 8. Managing Protean Career and Life Roles Early Work: Interrole Analysis and Dual-Career Couples Protean Careers and Dual-Career Relationships Conclusion Appendix PART III: IMPLEMENTING CAREER CONCEPTS 9. Reflection: Self-Development for the Growth of Identity and Adaptability What is Reflection? Reflection: Stereotype Versus Reality How a CEO Reflects Relfection in the Heat of Battle Identity Growth Through Self-Reflection Steps for Leveraging Learning Through Reflection and Questions for Research Appendix 10. Toward More Strategic and Self-Directed Careers The Business Need for a Career Development Plan A Strategic Framework for Career Development Priorities and Recommendations: Seven Steps to Growth for Career Practice and Research Steps for Guiding the Protean Careerist: Questions for Career Self-Reflection or a Career Discussion 11. Looking Back at Careers in Organizations and Looking Ahead: Toward More Spiritual Careers Looking Back at Careers in Organizations: Then and Now and Beyond Conclusion References Index About the Author

Careers In and Out of Organizations

The protean career: A quarter-century journey

This article has the dual purpose of expanding an understanding of the relationship between subjective and objective careers, and describing one condition under which the subjective career takes on particular salience: when the person feels a sense of calling in his or her career (that is, a sense of purpose, that this is the work one was meant to do.) This sense of calling does not necessarily have to be connected to a set of religious beliefs. We present a model of psychological success based on the career as a calling in order to clarify relationships between the subjective and objective career, and we offer propositions related to the model. Further, we offer a case study to illustrate the notion of the career as a calling, as proposed in the model. Copyright © 2005 John Wiley & Sons, Ltd.

https://www.jstor.org/stable/pdfplus/4093976.pdf

Psychological success: When the career is a calling

"The career is dead—long live the career!" Such is the mixed message regarding careers that we are carrying into the next millennium. The business environment is highly turbulent and complex, resulting in terribly ambiguous and contradictory career signals. Individuals, perhaps in self-defense, are becoming correspondingly ambivalent about their desires and plans for career development. The traditional psychological contract in which an employee entered a firm, worked hard, performed well, was loyal and committed, and thus received ever-greater rewards and job security, has been replaced by a new contract based on continuous learning and identity change, guided by the search for what Herb Shepard called "the path with a heart." In short, the organizational career is dead, while the protean career is alive and flourishing. In this special issue of The Executive we will examine the ways the career environment and the executive of the 21st century will shape the direction of careers in the years to come. In ...

Douglas T. Hall

Papers

Careers in organizations

Careers In and Out of Organizations

The protean career: A quarter-century journey

Psychological success: When the career is a calling

Protean Careers of the 21st Century