Do I really have to? User acceptance of mandated technology
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Do I really have to? User acceptance of mandated technology SA Brown1, AP Massey1, MM Montoya-Weiss2 and JR Burkman3 1 Kelley School of Business, Indiana University, Bloomington, IN, USA; 2College of Management, North Carolina State University, Raleigh, NC, USA; and 3College of Business Administration, Texas Tech University, Area of ISQS, Lubbock, TX, USA
Extensive research supports the notion that usefulness and ease of use are primary drivers of user intentions to adopt new technology. However, this research has been conducted primarily in environments in which adoption was voluntary. When technology use is mandated, as it is in many organizations, we expect that the underlying relationships of traditional technology acceptance models will be different. In this paper, we discuss our current understanding of technology acceptance, as well as the notion of mandated use. We then discuss a field study conducted in the banking industry to examine technology acceptance models in a mandated use environment. The results indicate that there are, in fact, differences in the underlying relationships of technology acceptance models in this mandatory use situation. The paper concludes with a discussion of the implications for research and practice. European Journal of Information Systems (2002) 11, 283–295. doi:10.1057/palgrave.ejis.3000438
Introduction Extensive research supports the notion that usefulness and ease of use are primary drivers of user intentions to adopt new information technologies (IT) (eg, Davis, 1989, 1993; Davis et al, 1989; Mathieson, 1991; Adams et al, 1992; Szajna, 1994, 1996; Taylor & Todd, 1995; Davis & Venkatesh, 1996; Lou et al, 2000; Venkatesh & Davis, 2000). However, with few exceptions (cf Hartwick & Barki, 1994; Venkatesh & Davis, 2000), this research has been conducted in environments in which adoption was voluntary (eg, students’ use of word processors). Likewise, research on which models of technology acceptance have been based, namely the theory of reasoned action (TRA; Ajzen & Fishbein, 1980), focused entirely on volitional choices (eg, smoking cessation, brushing teeth) and were intended only to explain volitional behaviour. However, many of the behaviours in organizations, particularly those related to technology, are not volitional (Ram & Jung, 1991). For example, the decision to implement a new IT architecture within a firm results in individual users having limited, if any, control over the implications of this decision. It may mean, for example, that only certain software will be available in the future (eg, Lotus Notes rather than MS Exchange), resulting in forced compliance with decisions made by others. An extensive body of research on the technology acceptance model (TAM) (eg, Davis, 1989; Davis et al,
Correspondence: SA Brown, Kelley School of Business, Indiana University, 1309 E. 10th Street, Bloomington, IN 47405-1701, USA. E-mail: [email protected]
1989; Mathies
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