Organizational change enabled by the mandated implementation of new information systems technology: a modified technology acceptance model

Abstract

The ability to adapt to constantly changing environmental pressures can be the difference between business survival and extinction. Information Systems (IS) organizations - the internal departments or divisions responsible for guiding the development of information systems technology for the parent organization - often play a crucial role in making change happen. IS managers have primarily focused on the technology change itself. However, IS managers must deal not only with technical issues, but they must also deal with the human issues of managing change. Therefore, it is important to understand not only the determinants of attitude toward a new technology, but also to understand the determinants of attitude for the overall organizational change which is being enabled by a new information system or technology. The attitude toward a change depends on a variety of factors that vary with each individual and situation. Individuals have both attitudes toward change in general, and attitudes toward each specific change that they encounter. The attitude developed for a specific change is influenced by individual personality factors and beliefs about organizational factors such as the presence of adequate training and support. Understanding the influence of determinants used to evaluate organizational change enabled by a new IS technology can provide valuable insight for change management efforts. The purpose of this paper is to explore the determinants of attitude toward not just a new information systems implementation, but to the overall organizational change that it enables. A model is proposed which hypothesizes these factors. To test the model, an instrument based on previous empirical research is also proposed.