Description
Today’s technologies can support joint, but physically disparate work efforts. Some groups of professionals that could benefit from using these technologies do not adopt them, while others use the technologies frequently. This study provides an in-depth examination of how and when one organization accepted technology in their decision-making efforts. The research examines actual usage of the technology rather than the less strong, but more common measure, intention to use technology. As a result, the paper has helped bridge the gap between what people intend to do and what they actually do, thereby providing both a stronger theoretical basis for the TAM model and some insights into the evolution of the TAM model. It examines an emerging extension to the TAM and provides evidence of the behavior of users when they must act as a group.