Authors: Wei Wang, John E. Butler
Addresses: Department of Management and Marketing, The Hong Kong Polytechnic University, Hung Hom, Kowloon, Hong Kong, China. ' Department of Management and Industrial Relations, College of Business Administration, University of Hawaii at Manoa, 2404 Maile Way, Honolulu HI 96822, USA
Abstract: The adoption process within organisational settings, which is different from traditional individual adoption, involves both primary adoption by managers and secondary adoption by employees. Understanding what determinants influence employees to deeply use Information Systems (IS) would help managers improve the process of facilitating system implementation. The aim of this study is to identify the determinants of system deep usage during the post-acceptance stage and propose a broader conceptual framework to better understand employees| deep usage in an organisational context in order to provide a focus for future research. Based on a comprehensive review of the literature related to post-acceptance behaviour in voluntary and mandatory contexts, a new framework is developed that combines insights from the post-acceptance model of IS continuance, as well as from the innovation dissonance theory. Finally, this paper concludes with the implications of the proposed model.
Keywords: technology adoption; technology assimilation; deep usage; post-acceptance; organisational adoption; secondary adoption; information systems; innovation dissonance.
International Journal of Business Information Systems, 2006 Vol.1 No.4, pp.439 - 462
Available online: 07 Feb 2006 *Full-text access for editors Access for subscribers Purchase this article Comment on this article