Summary
To use innovations successfully and effectively the role of acceptance is crucial, especially for innovations in the field of Information Technology (IT). Several theoretical models from the technology and social psychology are available to support the implementation of innovations. Some of these behavioral models are empirically good verified and turned out to be relevant for practical applications. In this study one of these models, i.e. the Technological Acceptance Model, will be used to investigate empirically the factors which influence the IT acceptance and actual IT use of senior executives. Many characteristics and circumstances of senior executives will be included. Also a comparison with results of other studies will be made. The approaches of these studies are, among others, more restrictive than our approach.
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Extract
An Investigation of Factors That Influence Senior Executives to Accept Innovations in Information Technology
1. Introduction
Senior executives are constantly being told that IT is the key to the success of the business, yet the so called IT productivity paradox leads managers to believe that investments in IT are reaching unprecedented levels with no commensurate increase in productivity. To measure whether IT investments deliver value, we must assume the technology is being adopted and properly used. Only few organizations get full value from their IT investments, either because people have not learned how to use technology well or because managers have not be taught how to manage its benefits [35]. A reason for the poor return on IT investments could be the lack of senior executive involvement in using IT and its applications. Consequently they have not been able to experience the benefits at first hand. As a result attitudes remain unchanged.It could be argued when investigating the acceptance and use of IT that senior executives do not warrant special attention, especially because they form only a small percentage of the total user population. However, recent studies indicate that these individuals should be treated differently [15,21,27]. What distinguishes senior executives' work in particular is the willingness to adopt and use IT, the role model position, the confidentiality and integrity of the information they have access to, and their external orientation, and, hence, the IT tools the...See the full content of this document
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