Shadow IT Usage, Social Presence, and Individual Performance--Model

Mallmann, Gabriela Labres; Maçada, Antônio Carlos Gastaud

doi:10.1037/t80878-000

Cited by 3 publications

(5 citation statements)

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“…The disparity between the technologies provided by the IT department and the tasks of the employees prompts them to seek out alternative technologies; the selection of these technologies is influenced by the employ-ees' personal experiences; consequently, the technologies selected tend to be more familiar, user-friendly, and intuitive. (Mallmann & Maçada, 2016).…”

Section: Individual It Experience and Shadow It Usagementioning

confidence: 99%

“…In addition to dissatisfaction, employee expectations regarding the organization's technology also influence the use of SIT. According to Ortbach, Walter, and Oksuz (2015), employees' expectations of technology used in the workplace are influenced by their daily experiences; consequently, it encourages them to use technology that is familiar, easy to use, and friendlier, even if the organization does not recognize the technology as valid (Mallmann & Maçada, 2016).…”

Section: Introductionmentioning

confidence: 99%

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Does Individual IT Experience Affect Shadow IT Usage? Empirical Evidence from Universities with Legal Entities in Indonesia

Nurfitriansyah,

Munir,

Disman

et al. 2023

Organizacija

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Background and purpose Employee dissatisfaction with extant technology is one of the causes of shadow IT use. The selection of alternative technologies is determined by individual IT knowledge. In this study, we intend to examine the relationship between individual IT experience and the use of shadow IT in Indonesian higher education through two job characteristics, namely task identity and autonomy. Methods This study collects and analyses data from 301 respondents at Indonesian universities with legal status using a quantitative methodology. The direct relationship in the research model was investigated using Smart-PLS data analysis. Results The results of the study indicate that individual IT experience strongly supports the use of shadow IT by tertiary institutions with legal entities employees in Indonesia, either through task identity or job autonomy. Conclusion In order for employees to feel satisfied, the organization must prioritize employee IT experience and the information technology requirements they require to complete their work. This can be accomplished by involving employees in the development of information technology.

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Section: Individual It Experience and Shadow It Usagementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Does Individual IT Experience Affect Shadow IT Usage? Empirical Evidence from Universities with Legal Entities in Indonesia

Nurfitriansyah,

Munir,

Disman

et al. 2023

Organizacija

View full text Add to dashboard Cite

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“…The limitations of existing systems might be overcome by Shadow IT or Businessmanaged IT [6,70,71]; therefore, inadequate IT solutions lead to the deployment of Shadow IT and Business-managed IT [72]. For example, formal IT systems might be perceived as complex and inflexible [21,72,73] and hence, insufficient [51,74,75] for processes such as enabling communication between employees [76]. Thus, a gap between the users' requirements and the provided systems exists [42,61,64], which can be termed an IT systems gap.…”

Section: M1 It Organization and Bu Non-alignmentmentioning

confidence: 99%

“…Shadow IT users have a higher motivation and goalorientation in comparison to co-workers not using Shadow IT [63,74,84]. Thus, the anticipation of increased individual task performance [85], job performance [76,86,87], or the prospect of reward [88] leads to Shadow IT and Businessmanaged IT. Employees even accept potential risks when employing IT autonomously [22,89].…”

Section: M1 It Organization and Bu Non-alignmentmentioning

confidence: 99%

Causing factors, outcomes, and governance of Shadow IT and business-managed IT: a systematic literature review

Klotz

Kopper

Westner

et al. 2022

IJISPM

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Shadow IT and Business-managed IT describe the autonomous deployment/procurement or management of Information Technology (IT) instances, i.e., software, hardware, or IT services, by business entities. For Shadow IT, this happens covertly, i.e., without alignment with the IT organization; for Business-managed IT this happens overtly, i.e., in alignment with the IT organization or in a split responsibility model. We conduct a systematic literature review and structure the identified research themes in a framework of causing factors, outcomes, and governance. As causing factors, we identify enablers, motivators, and missing barriers. Outcomes can be benefits as well as risks/shortcomings of Shadow IT and Business-managed IT. Concerning governance, we distinguish two subcategories: general governance for Shadow IT and Business-managed IT and instance governance for overt Business-managed IT. Thus, a specific set of governance approaches exists for Business-managed IT that cannot be applied to Shadow IT due to its covert nature. Hence, we extend the existing conceptual understanding and allocate research themes to Shadow IT, Business-managed IT, or both concepts and particularly distinguish the governance of the two concepts. Besides, we find that governance themes have been the primary research focus since 2016, whereas older publications (until 2015) focused on causing factors.

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“…Shadow IT usage is defined as the voluntary use of any IT resource that infringes IT norms at the workplace in reaction to perceived situational constraints whose objective is to improve work performance [53]. Mallmann and Maçada [60] argue that in the employee's perception, shadow IT improves individual performance when executing work tasks. Similarly, Silic and Back [61] demonstrate that the study of shadow IT at the individual level can lead to a greater understanding of the mechanisms related to business innovation and employee productivity.…”

Section: Individual Performancementioning

confidence: 99%

Encourage autonomy to increase individual work performance: the impact of job characteristics on workaround behavior and shadow IT usage

2022

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IT users are increasingly experienced at adapting technologies to their needs; resulting in the widespread use of workarounds and shadow IT. To ascertain the impact of job characteristics on this behavior, a survey was conducted among 415 IT users. The collected data underwent Reliability Analysis and Exploratory Factor Analysis in SPSS software. Subsequently, Confirmatory Factor Analysis and Structural Equation Modeling were conducted with the SmartPLS software. The main results indicate that autonomy is strongly related to workaround behavior and shadow IT usage. Workaround behavior and shadow IT use have also been proven to be strongly related. However, the level of skill variety and task identity do not seem to significantly affect workaround behavior and shadow IT usage. Finally, this study's findings demonstrate that both workaround behavior and shadow IT use are positively related to individual performance. Organizations are therefore encouraged to increase job autonomy in order to achieve enhanced individual performance by presenting workers with opportunities to adapt technologies in the form of workarounds and shadow IT. The use of such alternative solutions provides for faster and more dynamic communication and thus boosts collaboration among co-workers, external partners, and clients.

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Shadow IT Usage, Social Presence, and Individual Performance--Model

Cited by 3 publications

References 0 publications

Does Individual IT Experience Affect Shadow IT Usage? Empirical Evidence from Universities with Legal Entities in Indonesia

Does Individual IT Experience Affect Shadow IT Usage? Empirical Evidence from Universities with Legal Entities in Indonesia

Causing factors, outcomes, and governance of Shadow IT and business-managed IT: a systematic literature review

Encourage autonomy to increase individual work performance: the impact of job characteristics on workaround behavior and shadow IT usage

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