Examining the impact of pre-implementation expectations on post-implementation use of enterprise systems: a longitudinal study
Saeed, Khawaja A. Abdinnour, Sue Lengnick-Hall, Mark L. Lengnick-Hall, Cynthia A.
Saeed, Khawaja A.
Abdinnour, Sue
Lengnick-Hall, Mark L.
Lengnick-Hall, Cynthia A.
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Authors
Saeed, Khawaja A.
Abdinnour, Sue
Lengnick-Hall, Mark L.
Lengnick-Hall, Cynthia A.
Abdinnour, Sue
Lengnick-Hall, Mark L.
Lengnick-Hall, Cynthia A.
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Issue Date
2010-11-24
Type
Article
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Keywords
Enterprise systems,ERP systems,IS adoption,IS implementation,IS use,Longitudinal design,Partial least squares,Technology acceptance model (TAM),Technology sensemaking
Subjects (LCSH)
Citation
Saeed, K.A., Abdinnour, S., Lengnick-Hall, M.L. and Lengnick-Hall, C.A. (2010), Examining the Impact of Pre-Implementation Expectations on Post-Implementation Use of Enterprise Systems: A Longitudinal Study. Decision Sciences, 41: 659-688. https://doi.org/10.1111/j.1540-5915.2010.00285.x
Abstract
This article builds upon the technology acceptance model and theories of technology sensemaking to explore pre-enterprise system adoption expectations and post-enterprise system adoption outcomes in a longitudinal setting. Building on the exploitation and exploration paradigm, we propose that task productivity and task innovation expectations are the key drivers of users' pre-adoption enterprise system usage intention. Further, we argue that the enterprise system facilitates generation of a common knowledge base that may encourage a more integrated organizational culture and promote shared understanding among employees. Considering the distinction between mandatory and voluntary contexts, we propose that user acceptance of the enterprise system at the pre- and post-adoption stages will mediate these relationships in a mandatory context. The results show that the influence of pre-adoption expectations regarding task productivity and task innovation on intention to use an enterprise system is mediated by user acceptance of the enterprise system. Intention to use an enterprise system is positively related to actual use. At the post-adoption stage, the influence of actual use on shared understanding is mediated by user acceptance of an enterprise system and enterprise system use has a direct negative impact on task efficiency in the initial period after implementation. Overall, the results highlight that user acceptance at both pre- and post-adoption stages are critical factors when usage is mandatory. These findings suggest a number of important implications for research and for managerial action. © 2010 The Authors Decision Sciences Journal © 2010 Decision Sciences Institute.
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This is an open access article under the CC by license
Publisher
John Wiley & Sons
Journal
Decision Sciences
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ISSN
15405915