A successful enterprise resource planning (ERP) system ultimately requires loyal useÑproactive, extended use and willingness to recommend such uses to othersÑby employees. Building on interactional psychology literature and situational strength theory, we emphasize the importance of psychological commitment, in addition to behavioral manifestation, in a multilevel model of loyal use. Our empirical test of the model uses data from 485 employees and 166 information system professionals in 47 large Taiwanese organizations. Individual-level analyses suggest that perceived benefits and workload partially mediate the effects of perceived information quality (IQ) and system quality (SQ) on loyal use. Cross-level analyses show that IQ at the organizational level alleviates the negative effect of an employee's perceived workload on loyal use; organization-level SQ and service-oriented organizational citizenship behaviors (SOCBs) of internal information systems staff reduce the influence of employees' perceived benefits. Overall, our findings suggest that IQ, SQ, and SOCBs at the organizational level influence employees' loyal use in ways different from their effects at the individual level, and seem to affect individuals' costÐbenefit analyses. This study contributes to extant literature by considering the SOCBs of the internal information systems group that have been overlooked by most prior research. Our findings offer insights for managers who should find ways to create positive, salient, shared views of IQ, SQ, and SOCBs in the organization to nourish and foster employees' loyal use of an ERP system, including clearly demonstrating the system's utilities and devising viable means to reduce the associated workload. > >
Soon after the concept of a management information system was introduced in the mid-1960s, marketers tailored it to their own unique needs, naming it the marketing information system (MKIS). Several studies have been conducted of how MKISs are used in the Fortune 500 companies, and the authors compare their current findings to those of ten and eighteen years ago. It seems that both the MKIS support and the model use for the three levels of marketing management are more balanced today than ten years ago. Moreover, pricing decisions instead of product decisions are taking the lead in using the MKIS services today. Marketers have been taking advantage of developments in technology and methodology to increase the level of decision support since the 1960s. However, there is a lack of satisfaction with the MKIS among marketers today. Many firms are not linking their marketing plans with theft companywide information system plans to create competitive advantages. Under today's intense global competition, these situations must be rectified as soon as possible. Otherwise, they will definitely create pressures that could either increase the role of the marketing information system in these firms, or eliminate it entirely.
A field study of 109 information systems (IS) managers explores the relationship among organizational characteristics, job satisfaction, and work stress. The results indicate that work overload is the major source of perceived IS work stress, followed by role conflict, job-induced anxiety, and then role ambiguity. Four organizational contextual factors—IS climate, clarity and sharing of organizational mission, quality of work life, and flexibility of organizational processes—were found to influence significantly work stress and job satisfaction as perceived by IS managers. As expected, job satisfaction was significantly related to Is work stress while IS technological sophistication was not related to IS stress or job satisfaction factors. Contrary to predictions, neither the clarity and awareness of organizational policies nor the quality of IS resources were found to have impact on any IS stressor.