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Organizational Culture and Employees' Computer Self-Efficacy: An Empirical Study

Volume 16, Issue 3. Copyright © 2003. 17 pages.
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DOI: 10.4018/irmj.2003070103
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MLA

Sheng, YiHua P., Michael Pearson and Leon Crosby. "Organizational Culture and Employees' Computer Self-Efficacy: An Empirical Study." IRMJ 16.3 (2003): 42-58. Web. 17 Sep. 2014. doi:10.4018/irmj.2003070103

APA

Sheng, Y. P., Pearson, M., & Crosby, L. (2003). Organizational Culture and Employees' Computer Self-Efficacy: An Empirical Study. Information Resources Management Journal (IRMJ), 16(3), 42-58. doi:10.4018/irmj.2003070103

Chicago

Sheng, YiHua P., Michael Pearson and Leon Crosby. "Organizational Culture and Employees' Computer Self-Efficacy: An Empirical Study," Information Resources Management Journal (IRMJ) 16 (2003): 3, accessed (September 17, 2014), doi:10.4018/irmj.2003070103

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Abstract

IT-based business initiatives, such as ERP and BPR, require high computer self-efficacy among employees because these changes require a large-scale use of computers. Computer self-efficacy is affected by many internal and external factors, for instance, personality, organizational culture, etc. While extensive literature exists on how psychological and sociological factors affect a person’s self-efficacy, almost no research has been done on how organizational culture could influence employees’ computer self-efficacy. This paper examines the relationship between organizational culture and employees’ self-efficacy for a sample of 352 subjects. The results from multiple regression and discriminant analysis show teamwork and information flow contribute most to employees’ computer self-efficacy.
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