An empirical investigation into the utilization-based information technology success model: integrating task-performance
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Research article
An empirical investigation into the utilization-based information technology success model: integrating taskperformance and social influence perspective Changki Kim1, Jungjoo Jahng2, Jinjoo Lee3 1
CJ Home Shopping Corp., Seoul, South Korea College of Business Administration, Seoul National University, Seoul, South Korea 3 Graduate School of Management, Korea Advanced Institute of Science and Technology, Seoul, South Korea 2
Correspondence: J Jahng, College of Business Administration, Seoul National University, 56-1 Shillim-Dong Kwanak-Ku, Seoul 151-742, South Korea. Tel: þ 82 2 880 9222; Fax: þ 82 2 888 4264; E-mail: [email protected]
Abstract This paper develops the utilization-based information technology (IT) success model by integrating key variables from IT acceptance and IT success literatures, and empirically validates it. The model shows relations among IT utilization, performance expectancy, social influence, and user satisfaction. A field study was undertaken to evaluate and test the relationships via structural equation modeling using LISREL. The path from performance expectancy and user satisfaction to IT utilization was positive and significant. While the path from implicit social influence to IT utilization was found to be significant, explicit social influence had no significant influence on users’ IT utilization. Implications and future research directions are drawn. Journal of Information Technology (2007) 22, 152–160. doi:10.1057/palgrave.jit.2000072 Published online 19 September 2006 Keywords: information technology success; utilization; performance expectancy; social influence; user satisfaction
Introduction s information technology (IT) becomes one of the most important strategic business tools, larger IT investments are being made. While many IT researchers have been focusing on IT acceptance, IT practitioners have been especially interested in investigating the impact of IT acceptance on IT success in terms of organizational or individual performance. While IT acceptance research (Davis, 1989; Davis et al., 1989; Venkatesh et al., 2003) has made significant contributions to explaining and modeling IT use, little research has been done on the link between IT acceptance and IS success with respect to individual (or organizational) performance. This study attempts to link IT acceptance to IT success by integrating key variables from both IT acceptance and success literatures.
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The mainstream IT utilization and success research does not appear to have paid sufficient attention to social factors. As new technology has been evolving quickly, many new systems have been produced, giving IT users more alternatives to use. While users are inclined to rationally choose the best alternative (or alternatives) based on individual factors such as perceived usefulness and ease of use, users’ reference groups such as supervisors might influence users, suggesting a certain alternative wit
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