Asper School of Business - MBA Program
MIS 6150 Management of Information Systems & Technology
April-June 2009
Instructor: Bob Travica
Class 9
Systems Acceptance and
Organizational Change
Updated May 2009
Outline
• Concept of Systems Acceptance (Adoption)
• Factors of Systems Acceptance
• Change Management
• Summary
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Systems and Technology
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Concept of Systems Acceptance/Adoption (SA)
• SA – a core MIS issue
• SA is a process of making an IS part of routine use.
• Focus on IS users
• Often, adopting a systems runs in parallel with adopting
new work methods (tasks, processes; master cases in
MIS 6150)
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Systems and Technology
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Factors of Systems Acceptance
Expected Benefits
from System
+
Ease of Using
System
+
+
Intention
To Use IS
• The traditional IT acceptance model, based on users’
assessment of utility (subjective cost/benefit, pros/cons)
• Sensible, proved value in explaining some acceptance aspects
• May need fine-tuning to particular types of systems (GSS,
ERP; GHXC case).
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Systems and Technology
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Other Factors of Systems Acceptance
Processes*
Culture
IS Adoption
Structure
Politics
* Business process can be inter-organizational
(e.g., supply chain; GHXC case)
IS pushes for change in existing organization
Existing organization pulls IS into status quo
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Systems and Technology
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Change Management
• Change management is about assisting people to make
significant changes in their work environment (tasks,
processes).
• Cultural change is most challenging (GHXC, other master cases)
• Players in IS acceptance:
Sponsor/Champion  Change Agent  Change Target
supports
actively promotes influenced to adopt
(BOC Group case, Ch.10; other master cases)
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Systems and Technology
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Change Management
• Users differ in speed of adopting systems:
“Technology camel”: eager beavers, early & late adopters,
resistors (Fig. 15-1)
• Importance of educating managers on new organizing
methods and supporting systems
• New organizing methods & systems challenegs (National
Semiconductor, Semco, Sun Microsystems, Capital One)
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Systems and Technology
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Messages for Change Leader
To facilitate adoption of B2B processes, market makers (and
internal champions) need to;
 Communicate clearly economic value and provide different
pricing models
 Account for unique technological needs
 Identify and deal with barriers in organization processes,
structures cultures, and politics
 Roles of champion and change agent must be filled
 Work with executives and other power holders to increase
their understanding of process/technology innovation
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