The five-factor model (FFM) of personality has been used to great effect in management and psychology research to predict attitudes, cognitions, and behaviors, but has largely been ignored in the IS field. We demonstrate the potential utility of incorporating this model into IS research by using the FFM personality factors in the context of technology acceptance. We propose a dispositional perspective to understanding user attitudes and beliefs, and examine the effect of user personality—captured using the FFM's big five factors—on both the perceived usefulness of and subjective norms toward the acceptance and use of technology. Using logged usage data from 180 new users of a collaborative technology, we found general support for our hypotheses that the FFM personality dimensions can be useful predictors of users' attitudes and beliefs. We also found strong support for the relationships between intention to use and system use.
We analyze an e-market design that allows multiple market segments to be served simultaneously with a single generalized combinatorial auction. The mechanism uses rule-based bids designed to accommodate various kinds of bidders, such as those more sensitive to price or those more restricted in their requirements. We demonstrate experimentally--using agent-based simulation of the actual market for television advertising slots--that the rule-based approach effectively handles the wide range of market segments, while maintaining buyer and seller surplus and efficiently allocating goods.
Although team-based work systems are pervasive in the workplace, the use of collaborative systems designed to facilitate and support ongoing teamwork is a relatively recent development. An understanding of how teams embrace and use such collaborative systems--and the relationship of that usage to teamwork quality and team performance--is critical for organizational success. We present a theoretical model in which usage of a collaborative system intervenes between teamwork quality and team performance for tasks that are supported by the system. We empirically validate the model in a setting where established teams voluntarily used a collaborative system over a four-month period to perform tasks with measurable outcomes. Our principal finding is that collaborative system use intervenes between teamwork quality and performance for tasks supported by the system but not for unsupported tasks.