Perceived resistance, user resistance and managers' performance in the Malaysian port industry

Abstract

Purpose -Using the extended task-technology fit (TTF) model, this paper attempts to determine whether task-technology fit, perceived resistance, user resistance and usage influence managers' performance. Design/methodology/approach -The study was conducted on 150 middle managers from various organisations in Malaysia's port industry. Findings -The structural equation modelling results reveal that task-technology fit is significantly related to usage and perceived resistance, and that perceived resistance is a predictor of usage. Usage predicts performance, but not user resistance. There is no relationship between usage and user resistance, and vice versa.Research limitations/implications -The study focuses on Malaysia's port industry and concentrates only on the management perspective of intranet usage. Practical implications -The results provide insights into how the Malaysian port industry and other organisations of a similar structure could enhance their intranet usage. Originality/value -This study is one of the first to address intranet usage in the port industry, and introduces two importance factors (i.e. perceived resistance and user resistance) that influence managers' task performance.

Do cultural dimensions differentiate ERP acceptance? A study in the context of Saudi Arabia

“…Similarly, items measuring user satisfaction with ERP were adopted from Doll and Torkzadeh (1989). Items measuring user resistance to ERP were adopted from Davidson and Walley (1985), Markus (1983), Milman and Hartwick (1987), Martinko et al (1996) and White and Mitchell (1979) cited in Norzaidi et al (2008); besides, additional items were adopted from Nah et al (2004) and Venkatesh et al (2003). Items measuring user adoption and acceptance of ERP were adopted from Nah et al (2004) and Davis (1989).…”

“…Resistance to IS seems to be inevitable (Norzaidi et al, 2008) even though previous studies associated with cognitive and behavioural characteristics of system users have broadened the scope of reasons for user resistance to IS (Lim et al, 2005). User resistance to ERP as user opposition to changes imposed by the new system (Kim and Kankanhalli, 2009) brings in new concerns among ERP stakeholders (Lapointe and Rivard, 2007).…”

Investigating the impact of intranet resistance and intranet withdrawal in Malaysian maritime industry

“…Most of the key players in the Malaysian port industry such as terminal operators, marine department, port authority, royal customs, excise department and immigration department are using intranet in most of their operation [21,22]. The organizations started to use intranet in the early 2000s, and so far, intranet had improved the managers' effectiveness and efficiency as well as a return on investment.…”

“…While it is widely documented that resistance is a predictor of managerial performance [4,21,22,24], very little information has been made available on the relationships between [1] co-workers affluence and managers' performance; [2] negative prior experience and managers' performance; [3] efficacy expectation and managers' performance [4]; poor systems design [5]; influences of loss of power on managerial performance as well as managers' performance and intranet withdrawal. Also, there is no study that examine indirect effect of intranet resistance and intranet withdrawal [4,24].…”

“…Resistance is a critical obstacle which prevents organisation from reaping the potential benefits from implementation of an IT [4,22,24]; it can undermine its success and is a widespread problem [21]. For instance, when Grubb and Ellis Company introduced its new intranet systems, its professionals yearned for the "old days" of faxing, phoning, and sending letters.…”