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Kelley odt presentation 09232011 Presentation Transcript

  • 1. Influence of Technology Perceptions on Enterprise Systems Use: Role of Process Characteristics* Akshay Bhagwatwar November 2, 2011 *Joint Work with Hillol Bala
  • 2. Work Process Characteristics Lean ES Use Process Process Process Duration of Complexity Rigidity Radicalness Use Frequency of Technology Use Perceptions Intensity of Perceived Use Usefulness Perceived Behavioral Rich ES Use Complexity Intention Cognitive Absorption Social Use Influence Deep Facilitating Structure Conditions UseMotivation Theory Model Results Method Conclusion
  • 3. Agenda Motivation Theoretical Background Model Method Results Conclusion Questions
  • 4.  Enterprise Systems (ES) implementations for achieving strategic advantage and for improving operational efficiency  Size – more than $50 billion by end of 2011  ES require substantial changes or reconfiguration of organizational work processes  Effective use of the ES by employees is still a challenge  Complexity of ES makes it difficult to understand system useMotivation Theory Model Results Method Conclusion
  • 5.  ES adoption and use  ES use is critical for successful implementation  Prior ES adoption and success models – Technology Adoption Model (Davis et al. 1989), Unified Theory of Acceptance and Use of Technology (Venkatesh et al. 2003) and Delone and McLean’s IS Success Model (Delone and McLean 2003)  Major conceptualizations of system use (Venkatesh et al. 2003)  ES are complex in nature  The influence of ES on individual level work processes is crucial  Rich conceptualizations of use – cognitive absorption use and deep structure use (Burton-Jones and Straub 2006)Motivation Theory Model Results Method Conclusion
  • 6.  Research Questions  What role do the work process characteristics play in the established relationship between technology perceptions and system use?  How do the technology perceptions and work process characteristics influence the rich conceptualizations of system use?Motivation Theory Model Results Method Conclusion
  • 7. Work Process Characteristics Lean ES Use Process Process Process Duration of Complexity Rigidity Radicalness Use Frequency of Technology Use Perceptions Intensity of Perceived Use Usefulness UTAUT – Venkatesh et al. (2003) Perceived Behavioral Rich ES Use Complexity Intention Cognitive Absorption Social Influence Burton-Jones Use Facilitating and Deep Structure Conditions StraubUse (2006)Motivation Theory Model Results Method Conclusion
  • 8.  Longitudinal study conducted at a Fortune 500 consumer Pre-Implementation (before training) Product T0: goods manufacturing company– Lifecycle Management System • Measures: Work Process Characteristics – Process Complexity, Rigidity and Radicalness  6 months – data collected at 3 points  221 usable responses at all measurement points T1: 1 month after T0 • Measures: Technology Perceptions, Work Process Characteristics, Behavioral Intention T2: 3 months after T1 • Measures: System Use – Lean and Rich MeasuresMotivation Theory Model Results Method Conclusion
  • 9. Work Process Characteristics Lean ES Use Process Process Process Duration of Complexity Rigidity Radicalness Use Frequency of Technology Use Perceptions Intensity of Perceived Use Usefulness Perceived Behavioral Rich ES Use Complexity Intention Cognitive Absorption Social Use Influence Deep Facilitating Structure Conditions UseMotivation Theory Model Results Method Conclusion
  • 10. Predicting Behavioral Intention Dependent Variable: Independent Variables Behavioral Intention T1 Model 1 Model 2 Model 3 Technology characteristics Perceived technology usefulness (PTU) T1 .24** .18 .20 Perceived technology complexity (PTC) T1 -.35*** -.32 -.21 Social influence T1 .23** .22 .11 Process characteristics Perceived process complexity (PPC) T1 -.22** -.28 Perceived process rigidity (PPR) T1 -.06 .04 Perceived process radicalness (PPRD) T1 -.29*** -.15 Moderating effects Perceived Technology Usefulness T1 x Perceived Process Complexity T1 .08 Perceived Technology Usefulness T1 x Perceived Process Rigidity T1 -.02 Perceived Technology Usefulness T1 x Perceived Process Radicalness T1 .04 Perceived Technology Complexity T1 x Perceived Process Complexity T1 -.24** Perceived Technology Complexity T1 x Perceived Process Rigidity T1 .27*** Perceived Technology Complexity T1 x Perceived Process Radicalness T1 -.28*** R2 .22 .36 .53 ΔR2 .14** .17** Notes: N = 221; * p < .05. ** p < .01. *** p < .001.Motivation Theory Model Results Method Conclusion
  • 11. The effect of perceived technology complexity on behavioral intention will be moderated by perceived process complexity such the effect will be stronger when perceived process complexity is high. 7 6.5 6Behavioral Intention 5.5 5 Low Perceived Process Complexity 4.5 High Perceived Process 4 Complexity 3.5 3 Low Perceived Technology High Perceived Technology Complexity Complexity 11/2/2011
  • 12. The effect of perceived technology complexity on behavioral intention will be moderated by perceived process rigidity such the effect will be stronger when perceived process rigidity is low. 7 6.5 6Behavioral Intention 5.5 5 Low Perceived Process Rigidity 4.5 High Perceived Process 4 Rigidity 3.5 3 Low Perceived Technology High Perceived Technology Complexity Complexity 11/2/2011
  • 13. Work Process Characteristics Lean ES Use Process Process Process Duration of Complexity Rigidity Radicalness Use Frequency of Technology Use Perceptions Intensity of Perceived Use Usefulness Perceived Behavioral Rich ES Use Complexity Intention Cognitive Absorption Social Use Influence Deep Facilitating Structure Conditions UseMotivation Theory Model Results Method Conclusion
  • 14. Predicting Deep Structure Use Dependent Variable: Deep Independent Variables Structure Use T2 Model 1 Model 2 Model 3 Technology characteristics Behavioral intention (BI) T1 .44*** .39*** .29*** Facilitating conditions (FC) T1 .14* .11 .13* Process characteristics Perceived process complexity (PPT) T1 -.07 -.04 Perceived process rigidity (PPR) T1 -.31*** -.29*** Perceived process radicalness (PPRD) T1 .14* .12* Moderating effects Behavioral Intention T1 x Perceived Process Complexity T1 -.02 Behavioral Intention T1 x Perceived Process RigidityT1 .26*** Behavioral Intention T1 x Perceived Process Radicalness T1 -.29*** Facilitating Conditions T1 x Perceived Process Complexity T1 -.11 Facilitating Conditions T1 x Perceived Process Rigidity T1 -.04 Facilitating Conditions T1 x Perceived Process Radicalness T1 -.09 R2 .21 .31 .45 ΔR2 .10** .14** Notes: N = 221; * p < .05. ** p < .01. *** p < .001.Motivation Theory Model Results Method Conclusion
  • 15. The effect of behavioral intention on deep structure use will be moderated by perceived process radicalness such that the effect will be stronger when perceived process radicalness is low. 7 6Deep Structure Use 5 Low Perceived Process Radicalness High Perceived Process 4 Radicalness 3 Low Behavioral Intention High Behavioral Intention 11/2/2011
  • 16. Predicting Cognitive Absorption Use Dependent Variable: Independent Variables Cognitive Absorption Use T2 Model 1 Model 2 Model 3 Technology characteristics Behavioral intention (BI) T1 .12* .11 .08 Facilitating conditions (FC) T1 .19** .14* .15* Process characteristics Perceived process complexity (PPT) T1 -.15* -.06 Perceived process rigidity (PPR) T1 .29*** .09 Perceived process radicalness (PPRD) T1 .12* -.02 Moderating effects Behavioral Intention T1 x Perceived Process Complexity T1 -.21** Behavioral Intention T1 x Perceived Process RigidityT1 .20** Behavioral Intention T1 x Perceived Process Radicalness T1 -.22** Facilitating Conditions T1 x Perceived Process Complexity T1 .21** Facilitating Conditions T1 x Perceived Process Rigidity T1 .34*** Facilitating Conditions T1 x Perceived Process Radicalness T1 .18** R2 .09 .15 .33 ΔR2 .06* .18** Notes: N = 221; * p < .05. ** p < .01. *** p < .001.Motivation Theory Model Results Method Conclusion
  • 17. The effect of behavioral intention on cognitive absorption use will be moderated by perceivedprocess radicalness such that the effect will be stronger when perceived process radicalness is low. 5 4.8 4.6Cognitive Absorption Use 4.4 4.2 4 Low Perceived Process Radicalness 3.8 3.6 High Perceived Process Radicalness 3.4 3.2 3 Low Behavioral Intention High Behavioral Intention 11/2/2011
  • 18.  We proposed and empirically tested a model that focuses on the influence of work process characteristics  Model also focuses on understanding the effect on rich conceptualizations of system use  Better understanding for managers on system use  System implementation experts need to find a balance between different work process characteristics to maximize useMotivation Theory Model Results Method Conclusion
  • 19. Questions? 11/2/2011
  • 20. Variables Mean SD Alpha 1 2 3 4 5 6 7 8 9 10 11 12 13 14 151. Duration T2 1.84 1.58 1.00 1.001. Frequency T2 3.62 1.33 1.00 .63*** 1.001. Intensity T2 3.24 1.57 1.00 .44*** .72*** 1.001. DEEP-U T2 4.46 1.17 0.96 .28*** .40*** .43*** 1.001. COGA-U T2 3.14 1.04 0.92 -.03 -.13* -.11 -.24** 1.001. BI T1 5.71 1.36 0.91 .19** .48*** .53*** .43*** .12 1.001. FC T1 4.85 1.23 0.79 .09 .15** .12* .07 .20** -.07 1.001. SI T1 5.24 1.03 0.92 .15* .27*** .40*** -.04 .16* .39*** -.11 1.001. PPC T0 2.91 1.13 0.86 -.04 -.01 .08 -.03 -.06 -.02 -.03 -.08 1.001. PPR T0 2.88 1.08 0.84 .03 -.04 .03 -.05 -.02 -.04 -.03 -.06 .17** 1.001. PPC T1 4.41 1.37 0.88 -.01 -.09 -.12* -.19** -.08 -.26*** -.12* -.08 .38*** .19** 1.001. PPR T1 3.73 1.29 0.83 -.04 .02 .02 -.26*** .30*** .07 .06 -.09 .08 .41*** .21** 1.001. PPRD T1 3.41 1.18 0.76 .21*** .13* .28*** .20** .07 -.28*** -.24** -.10 .09 .08 .12* .24** 1.001. PTC T1 4.60 1.21 0.86 -.32*** -.17** -.13* .02 .01 -.27*** - .02 .11* .05 .19** .04 .12 1.00 .27***1. PTU T1 4.21 1.32 0.92 .30*** .15* .24** .19** .17** .19** .26*** .28*** .03 .07 -.05 .01 -.13* -.53*** 1.00 11/2/2011
  • 21. General Hypotheses:The effect of PTU on BI will be stronger whenPPC is highPPR is highPPRD is highNOT SUPPORTED….for PTU, process chars don’t matter!The effect of PTC on BI will be stronger whenPPC is high… SUPPORTEDPPR is low… SUPPORTEDPPRD is high… SUPPORTEDThe effect of BI on Lean Use will be stronger whenPPC is lowPPR is highPPRD is lowNOT SUPPORTED….for BI to Lean Use, process chars don’t matter! 11/2/2011
  • 22. The effect of FC on Lean Use will be stronger whenPPC is high….SUPPORTEDPPR is low…NSPPRD is high…NSThe effect of BI on DS Use will be stronger whenPPC is low…NSPPR is high….SUPPORTEDPPRD is low…SUPPORTEDThe effect of FC on DS Use will be stronger whenPPC is high….NSPPR is low…NSPPRD is high…NSThe effect of BI on CA Use will be stronger whenPPC is low…SUPPORTEDPPR is high….SUPPORTEDPPRD is low…SUPPORTEDThe effect of FC on CA Use will be stronger whenPPC is high….SUPPORTEDPPR is high…SUPPORTEDPPRD is high…SUPPORTED 11/2/2011
  • 23. Work Process CharacteristicsProcess ComplexityAdapted from Wood (1986)1. It is often difficult to understand what resources I may need to execute my core work processes.2. There is no understandable sequence of steps that can be followed in doing my core work processes.3. It is often difficult to understand what information I may need for my core work processes.4. It is often difficult to predict the steps of my core work processes.Process Rigidity (PRGDT)New items1. My core work processes are so inflexible that I have to follow a fixed set of steps.2. There is no variation in the sequence of my core work process tasks.3. My core work processes are not flexible.4. Overall, my core work processes are very rigidProcess Radicalness (PRDCL)New itemsAfter the implementation of the new system…1. …My core work process tasks are now very different from what I used to perform.2. …I need to use information for my tasks that I never used before.3. …I need resources for my tasks that I never needed before.4. …Overall, my work processes are now radically different. 11/2/2011
  • 24.  Process complexity is defined as the degree to which an employee believes that elements of his or her work processes (i.e., activities, information and resource requirements) are difficult to understand and act upon. Process rigidity is defined as the degree to which an employee believes that elements of his or her work process (i.e., activities, information and resource requirements) cannot be modified or circumvented during the course of executing the work process Process radicalness is defined as the extent to which an individual believes that there is a certain degree of newness in the elements of his or her work process (i.e., activities, information, and resource requirements). 11/2/2011