The Role of Enterprise Perceptions in Acceptance of Information Systems

The Role of Enterprise Perceptions in Acceptance of Information Systems

DOI: 10.4018/978-1-60566-968-7.ch010
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Abstract

This study analyzes current and future enterprise use of various Information Systems (IS), such as management software, employing a technology acceptance model (TAM) optimized by the inclusion of Technological compatibility with previous IS and Web procurement. It also examines whether relationships in the model change according to the sector to which an enterprise belongs (i.e., if there exists a moderating effect of industry). The study applies two types of analyses: structural and multisample. The results show that Technological compatibility, Web procurement, Perceived usefulness and Perceived ease of use influence upon Future use of business IS. Enterprises need to be aware that interrelationships exist among the various IS. Investment in a specific system may facilitate the acceptance and subsequent performance of other applications. Furthermore, the “industry effect” modifies two important TAM relationships, and consequently it affects enterprise behaviour regarding IS.
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Theoretical Background

Technology Acceptance Model

Technology Acceptance Model (TAM) is an extension of the Theory of Reasoned Action (TRA) (Ajzen & Fishbein, 1980), which explains individuals' behaviour on the basis of their beliefs and intentions. TAM concentrates on the analysis of IS and reflects the acceptance of different applications. TAM introduces two key constructs: Perceived Usefulness (PU) and Perceived Ease Of Use (PEOU) (Davis, 1989; Davis, Bagozzi, & Warhaw, 1989). Perceived usefulness is the degree to which users believe the use of a specific IS will improve performance (Davis, 1989; Klopping & McKinney, 2004); ease of use is the perception that using a specific IS will not require additional effort (Davis, 1989; Robinson, Marshall, & Stamps, 2005; Fuller, Hardin, & Scott, 2007). Generally speaking, perceived ease of use has a direct effect on usefulness (Yi, Jackson, Park, & Probst, 2006; Shim & Viswanathan, 2007) and both have an effect on final decisions (Bradley & Lee, 2007; Kamhawi, 2007).

Other new variables influence the effect of usefulness and ease of use upon the variable to be explained and increase the explanatory power of the model. These variables include extrinsic influences, e.g. peer group pressure or business environment, and internal factors e.g. compatibility or technological culture (Achjari & Quaddus, 2003; Bruner & Kumar, 2005).

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