An Empirical Examination of the Impact Organizational Culture Has on Employees' Computer Self-Efficacy

An Empirical Examination of the Impact Organizational Culture Has on Employees' Computer Self-Efficacy

Yihua Sheng (Southern Illinois University, USA), J. Michael Pearson (Southern Illinois University, USA) and Leon Crosby (Grand Valley State University, USA)
Copyright: © 2004 |Pages: 28
DOI: 10.4018/978-1-59140-253-4.ch001
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Abstract

IT-based business initiatives, such as ERP and BPR, require high computer self-efficacy among employees because such changes require large-scale use of computers. Computer self-efficacy is affected by many internal and external factors; for instance, personality or organizational culture. 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 chapter 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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