Please use this identifier to cite or link to this item: http://hdl.handle.net/10397/6711
Title: System emergent use : a theoretical model and empirical exploration
Authors: Wang, W
Hsieh, JJPA
Butler, JE
Keywords: Technology adoption
Technology diffusion
Emergent use
Post-acceptance
IS implementation
Innovative usage
Issue Date: 2006
Publisher: Academy of Management
Source: Paper presented at Academy of Management 2006 Annual Meeting : proceedings : Atlanta, Georgia, USA, August 11-16, 2006 How to cite?
Abstract: Complex information systems have become the core component of modern organizations. Corporate investments in complex information systems have soared to a record high. Unfortunately, half of these initiatives are unsuccessful, and it is also the case that firms that implemented complex information systems rarely fully materialize the touted benefits and return on investment. This underachievement may partially be attributed to system underutilization. In this study, we approach this issue from the perspective of emergent use. Emergent use denotes the extent to which an individual uses a technology in an innovative manner to support his/her work tasks. Drawing upon the individual IS continuance model and organizational assimilation framework, we developed a model to theoretically understand those factors that drive employees’ emergent use of complex information systems, particularly when there is an organizational mandate to use it. A field study was conducted in two large manufacturing firms using ERP systems to empirically validate the model. The results suggest that factors informed by direct experience prior to post-acceptance, specifically perceived usefulness and satisfaction, strongly affect emergent use. Contrary to commonly accepted knowledge in IS implementation, general management support has little impact on emergent use behavior post-acceptance. Instead, personal trait, such as personal innovativeness with IT, exerts significant influence on emergent use. This study represents an important first step toward understanding emergent use in organizational contexts. The findings advance our understanding of emergent use and identify key factors for managers to formulate effective interventions for planned outcomes.
URI: http://hdl.handle.net/10397/6711
Rights: Reproduced with permission of the author.
Appears in Collections:Conference Paper

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