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

http://ivl.cns.iu.edu/km/pres/2009-zoss-links/2009-zoss-links-research-design/references/borgattifoster.pdf

The Network Paradigm in Organizational Research: A Review and Typology

Resource Dependence Theory: A Review:

I extend the resource-based view to incorporate the network resources of interconnected firms. My model distinguishes shared resources from nonshared resources; identifies new types of rent; and illustrates how firm-, relation-, and partner-specific factors determine the contribution of network resources to the rents extracted from alliance networks. After reassessing the heterogeneity, imperfect mobility, imitability, and substitutability conditions, I conclude that the nature of relationships may matter more than the nature of resources in networked environments.

The Competitive Advantage of Interconnected Firms: An Extension of the Resource-Based View

Inter-firm R & D partnerships- an overview of major trends and patterns since 1960

This study analyzed 119 strategic alliances formed during the period 1987–91. Using the event study methodology, we found that announcements of technological alliances enjoyed greater abnormal retu...

Impact of Strategic Alliances on Firm Valuation

This research is aimed at evaluating whether geographically segmented (GEOG) data provide incremental information about the earnings process. Previous research on segment data has focused on the relevance of line-of-business (LOB) segment reports.1 But, to our knowledge, no similar research has been done on the GEOG disclosures which have been required since the introduction of Statement of Financial Accounting Standard (SFAS) No. 14. The issue of providing segment disclosures has renewed significance because the SEC has been considering the extension of segment disclosures (both LOB and GEOG) to all interim financial statements (Ernst and Whinney [1985] and Craven and Feller [1984]).2 In addition, segment

The Predictive Ability of Geographic Segment Disclosures

The role of generally accepted reporting methods in the public sector: An empirical test

In this paper we discuss a class of budget-based performance evaluation schemes with the desirable feature that they induce an informed manager to set unbiased standards. We show that these schemes are frequently optimal incentive contracts in the presence of moral hazard, and we find that they retain their incentive properties in the presence of several competing managers. For concreteness, our analysis focuses on the problem faced by headquarters (HQ) in evaluating the performance of a cost center manager. In the simplest form of the budget-based schemes, compensation can be expressed as the sum of two terms. The first depends only on a cost estimate (standard) issued by the manager and the second term consists of the difference between estimated and actual cost, multiplied by a proportionality factor which varies with the estimated cost. A budgetbased compensation scheme can then be viewed as a menu of linear compensation functions, each corresponding to a different cost estimate submitted by the manager. In previous work, Ijiri, Kinard, and Putney [1968] discuss an evaluation system based on estimated and actual performance. However, they do not explicitly model preferences, information asymmetries, or moral hazard, and therefore they cannot model the behavior induced by their proposed evaluation scheme or compare alternative evaluation schemes. In reference to a proposed Soviet incentive scheme, Weitzman [1976]

https://www.jstor.org/stable/pdfplus/2491031.pdf

Participation, Slack, and Budget-Based Performance Evaluation

Empirical evidence offered in this study suggests that decisions by state government officials to effect debt-financed spending depend in part on the state's gubernatorial election cycle. More specifically, the results reveal relative increases in state debt issues in anticipation of elections, and furthermore, they reveal that such increases are more significant for states characterized by high interparty political competition. While theoretical limitations preclude a definitive explanation for these results, the evidence is consistent with a view of state political markets where incumbent parties manipulate public policy so as to enhance the probability of success in pending elections. This insight is significant in that it suggests a relationship between public policy decisions and election cycles in a context heretofore unexplored.

Pradyot K. Sen

Papers

Impact of Strategic Alliances on Firm Valuation

The Predictive Ability of Geographic Segment Disclosures

The role of generally accepted reporting methods in the public sector: An empirical test

Participation, Slack, and Budget-Based Performance Evaluation

The political process and the use of debt financing by state governments