Organizational Alienation, Organizational Support And Behavioral Intention To Adopt Information Systems

Organizations invest a huge amount of resources to deploy information systems (IS) to improve their competitive position. Yet, stories of system failure are still reported frequently, and many organizations did not use these systems to the full extent. The acceptance and usage of ISs by organizational employees is one of the key factors to successfully deploy ISs. The implementation of IS, however, may induce organizational or social change. During the process of social or organizational change, the values, needs, and viewpoints regarding the environment of parties involved may easily deviate from new context. A sense of incongruence between the parties and the new context begins to emerge. People may be feeling meaningless and powerless toward the ongoing phenomenon, hence be careless to and alienated from the new organization. Since the frequency and strength of organizational change become larger and larger in recent years, the perception of alienation inside the organization should become more popular and worsened. The extant literature, however, provides no answers to the question that how will the alienation affect the adoption of IS. This study, based on the integrated model of technology acceptance model and innovation diffusion theory, tries to dig out the answers to the above question. 264 samples were collected from students (volunteer users of e-CAI) of a university located in Taipei city. The results of data analysis support the arguments of TAM, and reveal that alienation negatively influences compatibility, ease of use and usefulness. Organization should provide organizational support that increases the perceptions of ease of use, usefulness and compatibility.