The longitudinal impact of enterprise system users’ pre-adoption expectations and organizational support on post-adoption proficient usage

Abstract

Although enterprise systems (ES) are ubiquitous, many firms report less than stellar payoffs from these costly investments, with underutilization often attributed to failures in the implementation process. Unfortunately, research has not provided sufficient insights into these failures, in part because it has focused on actual usage, as opposed to proficient usage, as the benchmark for successful implementation. Moreover, research has not generally examined how the adoption process unfolds over time, thus overlooking potential underlying mechanisms that may help explain how adopters achieve proficiency. To begin addressing these shortcomings, we study how adopters' pre-adoption expectations, enacted over time, can influence their post-adoption proficiency, by shaping how and why they spend time using the system during the adoption period. We analyzed time-lagged survey data from 153 financial analysts, required to adopt new ES-based software, at a multinational bank. We found that adopters who hold pre-adoption expectations reflecting greater internal and external motives to adopt the system as well as systematically integrate it into their work routines are more apt to use the system in ways that enhance their cumulative knowledge of it, and subsequently develop higher levels of proficiency post-adoption. Moreover, greater organizational support enhanced the impact of adopters' expectations on proficiency, except when their actual use is low in which case organizational support had an adverse effect.

ERP benefits capability framework: orchestration theory perspective

“…Furthermore, organizations which strongly believer in the power of technology in planning and scheduling activities outperform others which do not. This is consistent with another research belief that pre-implementation expectations affect the use of the system in the post-implementation phase (Saeed et al 2010, Veiga et al 2013 In the same vein, since planning is almost about using historical data to predict and therefore to control future behaviour, the power of ERP to provide high level statistical abilities conveniently for the average person, with easy-to-use statistical interfaces in an organization will help ERP to be incorporated in its normal daily planning and controlling practices.…”

The Impact of ERP System's Usability on Enterprise Resource Planning Project Implementation Success via the Mediating Role of User Satisfaction

“…Unfortunately, the second stream was poorly studied. Many researchers use IS success models to measure ERP projects implementation success, such as D&M Model (Hong et al, 2016;Veiga, 2014;Sykes, 2015) and Gable et al model (2008). Gable, et al model (2008) has four factors determine IS success.…”

Légitimer l’implémentation d’un ERP: une comparaison Canada – Thailande

“…D'autre part, notre étude se limite à la phase d'implémentation, ce qui ne signifie pas que les systèmes d'informations étudiées soient définitivement adoptés par leurs utilisateurs. Les travaux récents sur les phases de post-implémentation des ERP (Saeed, Abdinnour, Lengnick-Hall, & Lengnick-Hall, 2010;Veiga, Keupp, Floyd, & Kellermanns, 2013) représentent donc une piste de recherche intéressante sur la manière avec laquelle la légitimité du système d'information perdure dans les usages.…”