Diane M. Strong

Extending the technology acceptance model with task-technology fit constructs

Abstract During the past decade, two significant models of information technology (IT) utilization behavior have emerged in the MIS literature. These two models, the technology acceptance model (TAM) and the task–technology fit model (TTF), provide a much needed theoretical basis for exploring the factors that explain software utilization and its link with user performance. These models offer different, though overlapping perspectives on utilization behavior. TAM focuses on attitudes toward using a particular IT which users develop based on perceived usefulness and ease of use of the IT. TTF focuses on the match between user task needs and the available functionality of the IT. While each of these models offers significant explanatory power, a model that integrates constructs from both may offer a significant improvement over either model alone. We discuss the theoretical foundation of both these models and present a theoretical rationale for an integrated model. The result is an extension of TAM to include TTF constructs. We test our integrated IT utilization model using path analysis. Our integrated model provides more explanatory power than either model alone. Research using the integrated model should lead to a better understanding of choices about using IT.

AIMQ: a methodology for information quality assessment

Information quality (IQ) is critical in organizations. Yet, despite a decade of active research and practice, the field lacks comprehensive methodologies for its assessment and improvement. Here, we develop such a methodology, which we call AIM quality (AIMQ) to form a basis for IQ assessment and benchmarking. The methodology is illustrated through its application to five major organizations. The methodology encompasses a model of IQ, a questionnaire to measure IQ, and analysis techniques for interpreting the IQ measures. We develop and validate the questionnaire and use it to collect data on the status of organizational IQ. These data are used to assess and benchmark IQ for four quadrants of the model. These analysis techniques are applied to analyze the gap between an organization and best practices. They are also applied to analyze gaps between IS professionals and information consumers. The results of the techniques are useful for determining the best area for IQ improvement activities.

Data quality in context

ATA-QUALITY (DQ) PROBLEMS ARE INCREASINGLY EVIdent, particularly in organizational databases. Indeed, 50% to 80% of computerized criminal records in the U.S. were found to be inaccurate, incomplete, or ambiguous. The social and economic impact of poor-quality data costs billions of dollars. [5-7, 10]. Organizational databases, however, reside in the larger context of information systems (IS). Within this larger context, data is collected from multiple data sources and stored in databases. From this stored data, useful information is generated for organizational decision-making. A new study reveals businesses are defining data quality with the consumer in mind.

Information quality benchmarks: product and service performance

Information quality (IQ) is an inexact science in terms of assessment and benchmarks. Although various aspects of quality and information have been investigated [1, 4, 6, 7, 9, 12], there is still a critical need for a methodology that assesses how well organizations develop information products and deliver information services to consumers. Benchmarks developed from such a methodology can help compare information quality across organizations, and provide a baseline for assessing IQ improvements.

Technological Embeddedness and Organizational Change

While various theories have been proposed to explain how technology leads to organizational change, in general they have focused either on the technology and ignored the influence of human agency, or on social interaction and ignored the technology. In this paper, we propose a new theory of technology-mediated organizational change that bridges these two extremes. Using grounded theory methodology, we conducted a three-year study of an enterprise system implementation. From the data collected, we identified embeddedness as central to the process of change. When embedded in technology, organizational elements such as routines and roles acquire a material aspect, in addition to the ostensive and performative aspects identified by Feldman and Pentland (2003). Our new theory employs the lens of critical realism because in our view, common constructivist perspectives such as structuration theory or actor network theory have limited our understanding of technology as a mediator of organizational change. Using a critical realist perspective, our theory explains the process of change as a three-stage cycle in which the ostensive, performative, and material aspects of organizational elements interact differently in each stage.

Perceived critical mass effect on groupware acceptance

Groupware technologies have become an important part of the business computing infrastructure in many organizations, but many groupware applications, especially those requiring significant collaboration and cooperation among users, are still not adequately used. While the successful implementation of groupware depends on many different factors, achieving a ‘critical mass’ of users has been recognised as the key for groupware acceptance. By extending the technology acceptance model (TAM), this paper advances a groupware acceptance model that incorporates perceived critical mass as an independent variable for predicting groupware acceptance. The model is empirically evaluated using survey data collected from 385 students responding about their perception of Lotus Domino Discussion Databases. The results reveal that perceived critical mass had the largest total effect (direct and indirect) on intention to use groupware. Other relationships postulated in the model were also found to be significant. These findings corroborate the belief that it is essential to create a critical mass of users in the early stages of groupware implementation. A discussion of the implications of these findings for managers and researchers is also presented.

Understanding organization-enterprise system fit: a path to theorizing the information technology artifact

Packaged software applications such as enterprise systems are designed to support generic rather than specific requirements, and hence are likely to be an imperfect fit in any particular instance. Using critical realism as our philosophical perspective, we conducted a three-year qualitative study of misfits that arose from an enterprise system (ES) implementation. A detailed analysis of the observed misfits resulted in a richer understanding of the concept of fit and of the ES artifact itself. Specifically, we found six misfit domains (functionality, data, usability, role, control and organizational culture) and within each, two types of misfit (deficiencies and impositions). These misfit types correspond to two newly defined types of fit: fit as coverage and fit as enablement. Our analysis of fit also revealed a new conceptualization of the ES artifact, with implications for IT artifacts in general.

A framework for evaluating ERP implementation choices

A key issue in enterprise resource planning (ERP) implementation is how to find a match between the ERP system and an organizations business processes by appropriately customizing both the system and the organization. In this paper, we advance a framework for supporting management decision-making about customization choices and the capabilities required to accomplish them. In this framework, we identify various customization possibilities for business processes as well as ERP systems. We also identify technical and process change capabilities required for system and process customization. Combining customization options with change capabilities, we present a useful way for managers to identify feasible customization options for their particular organization. Such a framework also helps managers to recognize the gap between desired customization options and change capabilities. A case study is used to illustrate the application of the framework.

Exceptions and exception handling in computerized information processes

Exceptions, situations that cannot be correctly processed by computer systems, occur frequently in computer-based information processes. Five perspectives on exceptions provide insights into why exceptions occur and how they might be eliminated or more efficiently handled. We investigate these perspectives using an in-depth study of an operating information process that has frequent exceptions. Our results support the use of a total quality management (TQM) approach of eliminating exceptions for some exceptions, in particular, those caused by computer systems that are poor matches to organizational processes. However, some exceptions are explained better by a political system perspective of conflicting goals between subunits. For these exceptions and several other types, designing an integrated human-computer process will provide better performance than will eliminating exceptions and moving toward an entirely automated process.

10 potholes in the road to information quality

Poor information quality can create chaos. Unless its root cause is diagnosed, efforts to address it are akin to patching potholes. The article describes ten key causes, warning signs, and typical patches. With this knowledge, organisations can identify and address these problems before they have financial and legal consequences.