|
1
|
Hwang Y, Kim S, Shin D. Investigating the role of leader-member exchange for goal commitment in system implementation. INFORMATION TECHNOLOGY & PEOPLE 2020. [DOI: 10.1108/itp-06-2019-0310] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeAlthough Leader-Member Exchange (LMX) has been studied within the domain of organizational psychology, it has not received major attention from information systems literature and researchers. Drawing on LMX theory and the theory of reasoned interaction, this study investigates the roles of LMX, individual member's attitude toward system adoption, supervisor influence and goal commitment on mandatory system implementation. Specifically, our model investigates the moderating role of LMX and how it can be interpreted for an individual member's system adoption in an organization.Design/methodology/approachPartial least square (PLS) technique with the field survey of 148 participants was used for this analysis.FindingsThe empirical test results in the field setting show that attitude and supervisor influence positively affect goal commitment in the system implementation. Furthermore, LMX is a significant moderator between attitude and goal commitment within organizations, but this moderating effect is not valid in the relationship between supervisor influence and goal commitment since it is a more complex process influenced by variables other than supervisor influence.Originality/valueThe results showed that the model in this research has high explanatory and predictive power and is valuable in offering insights and guidance for implementers initiating technology-related changes within organizations.
Collapse
|
|
2
|
Cai Z, Liu H, Huang Q, Kang Y, Liang L. Encouraging client’s knowledge sharing in enterprise system post-implementation through psychological contract and entrepreneurial orientation. INFORMATION TECHNOLOGY & PEOPLE 2019. [DOI: 10.1108/itp-11-2018-0510] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.4] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this paper is to discuss the relationship between psychological contract and knowledge sharing behavior in the enterprise system (ES) post-implementation stage. The fulfillment and obligation of psychological contract are proposed as antecedents of knowledge sharing behavior performed by client firms. Additionally, entrepreneurial orientation (EO) is considered a moderator in the relationship between psychological contract and knowledge sharing.
Design/methodology/approach
This study adopted the questionnaire survey to collect data from 132 client firms of a focal ES provider in the garment industry of China. Hierarchical regression analysis was used for data analysis.
Findings
Psychological contract fulfillment is negatively related to knowledge sharing, whereas the positive role of psychological contract obligation is supported. EOstrengthens the role of both psychological contract fulfillment and obligation in shaping knowledge sharing behavior of client firms.
Originality/value
This study adopts forward- and backward-looking approaches in decision making as a theoretical lens to investigate how to improve client firms’ knowledge sharing behavior through psychological contract. By figuring out the roles of psychological contract and EO in influencing knowledge sharing, this research benefits both vendor and client firms in maintaining sustainable collaboration and continuous improvement of ES projects.
Collapse
|