A Multilevel Approach to Examine Employees’ Loyal Use of ERP Systems in Organizations

Yen, HsiuJu Rebecca; Hu, Paul Jen-Hwa; Hsu, Sheila Hsuan-Yu; Li, Eldon Y.

doi:10.1080/07421222.2015.1138373

Cited by 26 publications

(15 citation statements)

References 73 publications

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“…Systems perceived as not being easy to use are unlikely to deliver the benefits anticipated, so this is a key factor to ascertain. Content Quality relates to the perceived inherent quality of the existing information within each system, chosen because content quality is critical to learning (Nelson et al, 2005;Haas and Hansen, 2007;Moges et al, 2016;Yen et al, 2015). Training refers to the availability of and experience with formal training for each system, as a critical feature of organizational learning (Davis and Davis, 1990;Gallivan et al, 2005;Sharma and Yetton, 2007;Lorenzo et al, 2009;Camps and Luna-Arocas, 2012;Sykes, 2015).…”

Section: Methodsmentioning

confidence: 99%

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A Study of Accountability in Two Organizational Learning Frameworks: Why Accountability for Learning is Critical

Baxter

Colledge

Turner

2017

European Management Review

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In this paper we examine the complex relationship between accountability and organizational learning through a case study with the UK Royal Air Force (RAF). Accountability is a complex and contradictory construct that has both positive and negative implications for organizational learning. Within the same organization we observed positive effects of accountability in one organizational learning system, and negative effects of accountability in another. This case study adds to the organizational learning and accountability literatures, showing that accountability to hierarchy, rather than preventing learning, can actually promote effective learning, making it more likely that people will report problems quickly and accurately and take follow‐up action. This only applies if the learning objectives align with the broader accountability framework, and if reporting on failures will enhance individual reputation. If not, then people will tend to avoid reporting negative events in order to avoid punishment and reputation damage. Accountability to hierarchy is only negative if it conflicts with the learning objectives.

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Section: Methodsmentioning

confidence: 99%

“…Importance relates to the perception of each system in broad termshow important is it; what level of priority does it have within the work context? (Drnevich and Croson, 2013;Polites and Karahanna, 2013;Liang, 2015;Liang et al, 2015;Yen et al, 2015). This element provides opportunity for a detailed comparison of two important systems.…”

Section: Methodsmentioning

confidence: 99%

A Study of Accountability in Two Organizational Learning Frameworks: Why Accountability for Learning is Critical

Baxter

Colledge

Turner

2017

European Management Review

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“…According to rational choice theory and related studies [52][53][54], individuals are more likely to participate in the SE when the costs of a shared option are minimized, and the benefits are maximized [55,56]. SE allows providers to become micro-entrepreneurs, bringing them more income and sharing the fixed costs of their shareable assets with others.…”

Section: Economic Benefitsmentioning

confidence: 99%

Uncovering the Providers’ Continuance Intention of Participation in the Sharing Economy: A Moderated Mediation Model

Jiang

Feng

2021

Sustainability

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The sharing economy has evolved into a promising business concept that enables individuals to share their idle resources, improving resource utilization efficiency commercially. Recently, it has gained enormous academic attention. However, little concern has been given to the behavior of individual providers on the supply side. This paper aims to uncover the motivational and trust-based providers’ continuance intention of participation in the context of peer-to-peer ride-sharing services. Based on the survey data from 202 providers and the partial least-square analysis, we confirm the mediating effect of attitude in the relationships between participation continuance intention; trust; and three motivational dimensions: economic benefits, social–hedonic value, and sustainability. We further confirm the moderating effects of innovativeness using PROCESS. The results show that economic benefits, social–hedonic value, and sustainability significantly affect providers’ participation continuance intention. Moreover, attitudes toward the sharing economy play a complementary partial-mediating role in the relationships from economic benefits and social–hedonic value to participation continuance intention, which is negatively moderated by innovativeness. Trust does not significantly affect providers’ attitude toward the sharing economy and participation continuance intention in the peer-to-peer ride-sharing context.

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“…Hong and Kim (2002) and Wei et al (2005) further indicate that when organizations adjust their processes to fit ERP, it affects not only existing internal processes but also involves other organization difficulties, in particular, personnel problems. Several prior studies identify these BPR-related personnel problems, including: 1) Employee resistance: employees are not willing to change from their habits of conducting work to the new ERP or BPR way of completing tasks (Yen et al, 2015).…”

Section: Business Process Reengineering (Bpr)mentioning

confidence: 99%

One Size Fits All? How Does Firm Heterogeneity Affect ERP Adaptation and Firm Performance?

Hsu¹

2020

OJBM

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A cause of high ERP failure rate is the misfit between organization processes and ERP systems. To solve the misfit problem, literature suggests two adaptation approaches: conducting business process reengineering (BPR) to fit organization processes into ERP systems, or customizing ERP systems to fit organizational processes. However, extant studies seldom explore how firms should choose between the two adaptation approaches and adjustment level based on their heterogeneous firm characteristics. Through the lens of contingency based task-technology-fit (TTF) theory, this study collects data from 150 U.S. manufacturing firms that use ERP systems, and empirically investigates how firms could choose a suitable adaptation approach between BPR and system customization while considering their heterogeneous characteristics, such as firm size, industry, top management involvement, big-bang or phase-in implementation speed. Consequently, this study further examines how such choice of different adaptation strategies and adaptation level affect firms' final firm performance. Our results show that industry, top management involvement, and implementation speed significantly affect firms' choice of adaptation approaches and adaptation level, while their choices also significantly affect final firm performance.

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A Multilevel Approach to Examine Employees’ Loyal Use of ERP Systems in Organizations

Cited by 26 publications

References 73 publications

A Study of Accountability in Two Organizational Learning Frameworks: Why Accountability for Learning is Critical

A Study of Accountability in Two Organizational Learning Frameworks: Why Accountability for Learning is Critical

Uncovering the Providers’ Continuance Intention of Participation in the Sharing Economy: A Moderated Mediation Model

One Size Fits All? How Does Firm Heterogeneity Affect ERP Adaptation and Firm Performance?

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