A meta-analysis of the technology acceptance model

http://mail.im.tku.edu.tw/~myday/teaching/992/SEC/S/992SEC_T4_Paper_20110520_What%20drives%20mobile%20commerce.pdf

What drives mobile commerce? An empirical evaluation of the revised technology acceptance model

While the technology acceptance model (TAM), introduced in 1986, continues to be the most widely applied theoretical model in the IS field, few previous efforts examined its accomplishments and limitations. This study traces TAM’s history, investigates its findings, and cautiously predicts its future trajectory. One hundred and one articles published by leading IS journals and conferences in the past eighteen years are examined and summarized. An openended survey of thirty-two leading IS researchers assisted in critically examining TAM and specifying future directions.

/pdf/the-technology-acceptance-model-past-present-and-future-5dz0sdj5kx.pdf

The Technology Acceptance Model: Past, Present, and Future

Why do people play on-line games? an extended TAM with social influences and flow experience

Past research in the area of information systems acceptance has primarily focused on initial adoption under the implicit assumption that IS usage is mainly determined by intention. While plausible in the case of initial IS adoption, this assumption may not be as readily applicable to continued IS usage behavior since it ignores that frequently performed behaviors tend to become habitual and thus automatic over time.

This paper is a step forward in defining and incorporating the "habit" construct into IS research. Specifically, the purpose of this study is to explore the role of habit and its antecedents in the context of continued IS usage.

Building on previous work in other disciplines, we define habit in the context of IS usage as the extent to which people tend to perform behaviors (use IS) automatically because of learning. Using recent work on the continued usage of IS (IS continuance), we have developed a model suggesting that continued IS usage is not only a consequence of intention, but also of habit. In particular, in our research model, we propose IS habit to moderate the influence of intention such that its importance in determining behavior decreases as the behavior in question takes on a more habitual nature. Integrating past research on habit and IS continuance further, we suggest how antecedents of behavior/behavioral intention as identified by IS continuance research relate to drivers of habitualization.

We empirically tested the model in the context of voluntary continued WWW usage. Our results support the argument that habit acts as a moderating variable of the relationship between intentions and IS continuance behavior, which may put a boundary condition on the explanatory power of intentions in the context of continued IS usage. The data also support that satisfaction, frequency of past behavior, and comprehensiveness of usage are key to habit formation and thus relevant in the context of IS continuance behavior. Implications of these findings are discussed and managerial guidelines presented.

How habit limits the predictive power of intention: the case of information systems continuance

https://aprender.ead.unb.br/pluginfile.php/110249/mod_folder/content/0/Artigos%20descartados/ART_2003_Legris,%20Ingham%20e%20Collerette_Why%20do%20people%20use%20information%20technology_A%20critical%20review%20of%20the%20technology%20acceptance%20model.pdf?forcedownload=1

Why do people use information technology?: a critical review of the technology acceptance model

This article is the fourth in a series dealing with the issue of managing change in organizations. Each article deals with a specific problem and proposes measures or approaches for dealing with it. In this article, we examine in general how adaptation to change is experienced by the members of an organization and focus in particular on the awakening stage.

/pdf/managing-organizational-change-part-4-adapting-to-change-1lh6iqlq5d.pdf

Managing organizational change - Part 4 - Adapting to change

Managing organizational change Part 7 Complexity, change and turbulence

La gestión del cambio organizativo: Cuarta parte. La adaptación al cambio

When you listen to people talk about their experience of change, problems of communication are usually at the forefront. In spite of the persistence of this shortcoming, very few serious studies have been made of the subject with a view to identifying effective practices. Nevertheless, the scant information available provides a number of interesting indications. Among them, it shows that in general, top management has an over-simplified idea of what is at stake in communication and that desirable communication practices are far removed from management’s usual reflexes. One common mistake, in particular, is to confuse information with communication.

/pdf/managing-organizational-change-part-5-communication-and-6bl7cknsn0.pdf

Paul Legris

Papers

Why do people use information technology?: a critical review of the technology acceptance model

Managing organizational change - Part 4 - Adapting to change

Managing organizational change Part 7 Complexity, change and turbulence

La gestión del cambio organizativo: Cuarta parte. La adaptación al cambio

Managing organizational change Part 5 Communication and change Managing organizational change Part 5 Communication and change