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

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

YiHua P. Sheng (Southern Illinois University, USA), Michael Pearson (Southern Illinois University, USA) and Leon Crosby (Grand Valley State University, USA)
Copyright: © 2003 |Pages: 58
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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