| High vacancy rate of functions and low utilization rate by users are typical signalsof setback in enterprise information systems (EIS) implementation, and always lead togreat gap between investments and benefits (i.e. information systems failure). In thequest of factors influencing organizational users’ information technology (IT) usage,researchers’ views are broadened from users’ internal psychological process to externalorganizational impacts. The foremost of these factors is leadership especially strategicleadership form senior management that often emphasized as a critical factor for ITadopted across the organization. This study attempted to reveal the impact mechanism ofsenior strategic leadership form both business senior managers and technology seniormanagers on users’ usage behavior. The achievements firstly provide clarity of how thesenior strategic leadership works in the EIS implementation situation. Specifically, fromthe perspectives of Lewin’s Field Theory and Hull’s Drive Reduction Theory, the studysystematically discussed the paths dependence that the effects of senior strategicleadership on user EIS acceptance had passed through implementation climate (IC) andtask-technology fit (TTF). Besides, research results come from the background of EISimplementation also have enriched the connotations of business senior managementsupport, distinguished the effectiveness of technology seniors’ transformational andtransactional leadership, and improved IT adoption model by introducing commitment asaffective reaction of IT usage and verifying drive mechanisms of cognitive beliefs (e.g.perceived ease of use and subjective norm).The study resorted to research strategy that the hypotheses were verified mutually byqualitative and quantitative analysis, theoretic and empirical studies to ensure a scientificand precise research process.387empirical literatures,12interview document and292questionnaires data had been obtained by using literature search, interview andquestionnaire surveys. Then, meta-analysis, case study and statistics analysis wereperformed for these materials with appropriate analysis tools, such as CMA-V2, Nivov8,Lisrel8.7, and so on.Based on the research and analysis above, the study completed models analysis andhypotheses testing throughout all three research phases and concluded that:1) business senior management support was reflected in value cognition, strategic importance andpractical participation;2) technology seniors’ leadership style subject to professionalhistory and technical background, but transformational leadership showed the effectsuperior to transactional leadership;3) business seniors’ strategic importance and practicalparticipation could contribute to create an efficient organizational climate for EISimplementation, and then strengthen users’ perceived behavior control and subjective norm;4) business seniors’ strategic importance and value cognition, as well as technologyseniors’ transformational leadership (e.g. idealized influence, inspirational motivation,intellectual stimulation and individualized consideration) would be instrumental inenhancing users’ perceived usefulness and usage commitment with improvingtask-technology fit;5) Finally, users’ intention to use EIS was up to their psychologicalprocesses which reflected cognitive beliefs of EIS usage, i.e., perceived behavior control,subjective norm and perceived usefulness. Then usage intention drove usage behaviortogether with usage commitment that reflected affective reaction of EIS usage.Overall, above conclusions derived the situation of EIS implementation demonstratthe two paths dependence about the role of senior strategic leadership in motivating users’usage behavior. First, it will influence users’ perceived behavior control and subjectivethrough by establishing active implementation climate. Second, it will reinforce users’perceived usefulness and usage commitment by promoting task-technology fit. The formercan be explained as compliance of user’s reaction to senior strategic leadership, while thelatter could be understood as identification and internalization. In addition, it’s also worthnoting that business seniors did do something on implementation climate andtask-technology fit, whereas technology seniors tend to be “forceful” just withtask-technology fit. |
PDF Full Text Request