A Social Influence Interpretation of Worker Motivation

Sussmann, Mario; Vecchio, Robert P.

doi:10.2307/257295

Cited by 28 publications

(39 citation statements)

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“…As a result, workers are expected to adopt converging goals and to sacrifice (shortterm) individual interests (e.g., by working overtime) in order to achieve (more long-term) collective outcomes (e.g., attracting new business). Accordingly, others before us have concluded that further developments in motivation theory should focus on its applicability to teams as well as individuals (e.g., Erez, Kleinbeck, & Thierry, 2001;Sussmann & Vecchio, 1982). However, in their recent review of over 200 empirical studies on work motivation, Ambrose and Kulik (1999) conclude that relatively little is known about motivation in workgroups.…”

Section: Individuals and Groups At Workmentioning

confidence: 99%

Motivating Individuals and Groups at Work: A Social Identity Perspective on Leadership and Group Performance

Ellemers¹,

Gilder²,

Haslam³

2004

The Academy of Management Review

464

406

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We argue that additional understanding of work motivation can be gained by incorporating current insights concerning self-categorization and social identity processes and by examining the way in which these processes influence the motivation and behavior of individuals and groups at work. This theoretical perspective that focuses on the conditions determining different self-definitions allows us to show how individual and group processes interact to determine work motivation. To illustrate the added value of this approach, we develop some specific propositions concerning motivational processes underpinning leadership and group performance.

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Section: Individuals and Groups At Workmentioning

confidence: 99%

Motivating Individuals and Groups at Work: A Social Identity Perspective on Leadership and Group Performance

Ellemers¹,

Gilder²,

Haslam³

2004

The Academy of Management Review

464

406

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“…This is an important distinction, given users' more volitional and autonomous roles in systems oriented toward communication, coordination, and collaboration activities. This study refocuses attention on the origin of users' behaviors, an issue of growing interest in systems implementation research [28,44,54,66].…”

Section: Theoretical Contributions and Implicationsmentioning

confidence: 99%

A Multidimensional Commitment Model of Volitional Systems Adoption and Usage Behavior

Malhotra

Galletta

2005

Journal of Management Information Systems

172

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information and communication technologies, knowledge management, and technology and innovation management. Citation analyses studies by IBM and University of Minnesota list him among the world's most-cited authors on knowledge management and the world's seminal contributors in knowledge management. His research is published in two research monographs and more than 50 journal articles, book and encyclopedia chapters, conference proceedings, and reprints. He has served or serves on the editorial, advisory, and review boards of several leading research journals and received R&D grants from the United Nations, Intel Corporation, and SAP University Alliance, among others. His consulting engagements on corporate strategy, national policy, and world development include some of the world's largest governments and corporations and the United Nations. His research, analyses, interviews, and technology ventures have been featured in Business Week, Fortune, Wall Street Journal, Forbes, Fast Company, Business 2.0, Chief Executive, CIO Magazine, CIO Insight, Computerworld, InformationWeek, and He taught undergraduate information systems courses during the fall 1999 Semester at Sea Voyage, served as the ICIS Treasurer from 1994 to 1998, was a member of the AIS Council representing the Americas in 1996 and 1997, chaired the first Americas Conference for AIS (AMCIS), was program cochair for both ICIS (2005) and AMCIS (2003), and is Editor-in-Chief of ISWorld. YOGESH MALHOTRA AND DENNIS GALLETTAABSTRACT: In recent years, several organizations have implemented nonmandatory information and communication systems that escape the conventional behavioral logic of understanding acceptance and usage from a normative perspective of compliance with the beliefs of others. Because voluntary systems require users' volitional behavior, researchers have traced recent implementation failures to a lack of user commitment. However, gaps in our understanding of volitional usage behavior and user commitment have made it difficult to advance theory, research, and practice on this issue. To validate a proposed research model, cross-sectional, between-subjects, and within-subjects field data were collected from 714 users at the time of initial adoption and after six months of extended use. The model explained between 44.1 percent and 58.5 percent of the variance in adoption and usage behavior based upon direct effects of user commitment. Findings suggest that user commitment plays a critical role in the volitional acceptance and usage of such systems. Affective commitment-that is, internalization and identification based upon personal norms-exhibits a sustained positive influence on usage behavior. In contrast, continuance commitment-that is, compliance based upon social norms-shows a sustained negative influence from initial adoption to extended use. Theory development based upon Kelman's social influence framework offers new empirical insights about system users' commitment and how it affects volitional usage behavior.KEY WORDS AND PHRASES: af...

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“…In contrast, for volunteers who already have high normative motives, the level of normative incentives may not make much difference: these individuals may not require rewards from a superior because they accept the organization's values. The nature of normative motivation suggests that individuals strong in this motive may feel a moral obligation regardless of whether normative incentives are high or low (Sussman and Vecchio, 1982). Hence, we would predict that attitudes and behavior would be equally positive in both cases.…”

Section: The Case For Incongruencementioning

confidence: 88%