The Contingent Effects of Management Support and Task Interdependence on Successful Information Systems Implementation

An Investigation of the Effects of Organizational Readiness on Technology Acceptance in e-HRM Applications

“…Many different studies indicate that organizational support including Organizational Information Policy have positive effect on the achievement of both organizational and individual objectives (Fuerst, Cheney, 1982;Igbaria et al, 1997;Sharma and Yetton, 2003). According to the results of the analysis we can say that Organizational Information Policy has positive impact on Perceived Usefulness, Perceived Ease of Use, Behavioral Intention to Use.…”

Path dependent constraints on innovation programmes in production and operations management

“…Management style also differs and a thorough understanding of the process must exist in order to make sense of complex and uncertain conditions (Tidd, 2006). With success resting on management creating sufficient level of enabling influence to support the process (Sharma & Yetton, 2003), they must obtain feedback from staff and modify their supportive actions correspondingly (Dong, 2008).…”

The role played by interdependences in ERP implementations: An empirical analysis of critical factors that minimize elapsed time

“…However, the integration of pooled modules must overcome any business misalignment, such as differences between the firm's existing business processes and the ERP module processes that appear during the implementation. Moreover, integrating pooled interdependences requires a narrow interchange of materials, resources, and information [18]. Therefore, business-support module implementations are of relatively low complexity, in terms of the cooperation and communication needed between the different areas of a firm [7]; as a consequence, the implementation time is lower than that for other more complex modules.…”