The nature and determinants of Intranet discontinuance after mandatory adoption

Date

2008-12

Journal Title

Journal ISSN

Volume Title

Publisher

Abstract

This research examines post-adoption behavior (discontinuance versus continuance) with the context of Intranet use. Multiple theories are used as theoretical frameworks to extend information communication technology research to the case of post-adoption behavior. Three research questions and six sets of hypotheses are formulated to distinguish discontinuers from continuers, to identify factors related to discontinuance in comparison to continuance, and to explore reasons behind their discontinuance. Results indicate that discontinuers can be discriminated from continuers based on technological attributes (compatibility and usefulness), use-related outcomes (satisfaction, behavioral control, and enjoyment), social influences (work group membership, subjective norms, image, and critical communication partners' perception), and organizational mediations (perceived voluntariness, organizational support, top management support, and organization's innovation climate). This research also found that there are different types of discontinuers (replacement, disenchantment, partial, reserved, indifferent, and political discontinuers) and that replacement and partial discontinuers can be discriminated from reserved and indifferent discontinuers with respect to individual characteristics (risk-taking personality, independent judgment capacity, personal innovativeness, and self-efficacy) as well as factors associated with post-adoption system use. Additionally, this research found that discontinuers are more like to be dissatisfied with organizational communication than are continuers. Among discontinuer categories, reserved discontinuers are the most likely to be satisfied, while political discontinuers are the least likely to be satisfied with organizational communication. Overall, these findings help us better understand the complex nature of post-adoption behavior in organizational context. In fact, the findings suggest that people are not passive recipients of an innovation even where the innovation implementation decision is made by an organization. Rather than accepting organizational decision, they experiment with it, evaluate it, develop positive or negative feelings about it, and work around it. Particularly, the diverse list of actions (e.g., replacement, reservation, indifference, partial use, etc.) highlights the complex nature of post-adoption behavior and contrasts with the widely cited adopter categories, where discontinuers are treated as identical with later adopters. This gives much needed attention to post-adoption behavior, which complements the diffusion literature's predominant focus on initial adoption. Theoretical and practical implications as well as future directions are also discussed.

Description

text

Citation