The Influence of Attitude on the Acceptance and Use of Information Systems

Abstract

The nomological network of the technology acceptance model is expanded through the addition of affective and task-preparation variables as antecedents to traditional predictors of technology acceptance:output quality, result demonstrability, and ease of use. An empirical study involving a visual/simulation information system, set in the domain of retail merchandise planning, finds that negative affectivity (NA) is a consistent and strong negative antecedent to perceptions of output quality, result demonstrability, and ease of use. In contrast, positive affectivity (PA) is a significant and positive antecedent to ease of use, but not necessarily a significant antecedent to either output quality or result demonstrability. A new construct developed from the job characteristics literature-perceived task preparation-measured the subject's perceptions of the pre-system usage training, which included task design and modeling instruction, scenarios of activities within the prospective information system, discussions and review of the system documentation, and highly structured, pre-task system use activities. Perceived task preparation was found to be a significant and strong positive indicator of computer self-efficacy.

Organizational Determinants and Compliance Behavior to Shape Information Security Plan

“…Empirical research and scholarly literature furnish support for this hypothesis, revealing that organizational culture significantly impacts employees' attitudes and behaviors, Dewies et al (2021), Ajzen and Fishbein (1980), Fishbein and Ajzen (1975), Kacmar et al (2009), Aurigemma and Mattson (2017), Papadaki and Furnell (2010), Cuganesan et al (2018).…”

“…These attitudes are significantly shaped by organizational culture. A culture that sees security as a collective priority often fosters positive attitudes and a compliance-friendly environment as in Kacmar et al (2009).…”

“…Their actions reverberate through the organizational managers, conveying the tone and tenor that underscores the primacy of compliance. The attitudes expressed by managers, whether by design or by default, condition the broader cultural environment with a distinctive compliance ethos that goes beyond formalized policies and extends into the space of normative expectations, as in Kacmar et al (2009), Ifinedo (2014), Razak et al (2020).…”

“…,Lowry et al (2017), Sandhu et al (2017,Myyry et al (2013),Niemimaa and Niemimaa (2017),Argawal and Karahanna (2000),Motaung and Sifolo (2023),Kacmar et al (2009),Barron et al (2015),Lyman and Hammond (2019),Bondarouk and Sikkel (2005), Argots and Morin-Spektor (2011),Alshwayat et al (2021),Costa et al (2013),Donner (2023), Teejay and Mohammad (2023),Alhogail (2015),Chang and Lin (2007),Chen et al (2015),Knapp et al (2006), AlecCram et al (2019),Chatterjee et al (2015),Chiu (2018),Hong et al (2023),Razak et al (…”