Although much research has examined conscious use, which involves deliberate evaluation and decision making, we know less about automatic use, which occurs spontaneously with little conscious effort. The objective of this study is to compare two contrasting views in the literature on the nature of automatic use, namely, the habit/automaticity perspective (HAP) and the instant activation perspective (IAP). According to HAP, automatic use occurs because of the force of habit/automaticity without the formation of evaluations and intention; thus, past use--which is a proxy for habit/automaticity--is believed to weaken the evaluations-intention-usage relationship. In contrast, IAP posits that automatic use is simply an expedited form of conscious use; accordingly, as with conscious use, automatic use is still a function of evaluations/intention, so past use will not weaken the evaluations-intention-usage relationship. We tested the competing hypotheses using 2,075 cross-sectional and 990 longitudinal responses from actual users of two online news sites. Our results show that the evaluations-intention-usage relationship is generally weaker among heavier users than among lighter users. These findings suggest that with an increase in past use, user behavior becomes less evaluative and less intentional, in support of the argument that automatic use is driven more by habit/automaticity than by instant activation of cognitions. Overall, this research shows an initial piece of evidence of the moderating role of past use in postadoption phenomena, and it is expected to help the information systems community systematically investigate the important yet underexplored subject of habit/automaticity.
Managing electronic trading partner relationships is a key to successful development of an interorganizational systems (IOS) network. Firms often exercise their power and offer reciprocal investments to their trading partners in developing an IOS network. However, limited effort has been made to empirically validate their effects on increasing IOS usage between trading partners. This paper gauges the effects of these two relational factors--power and reciprocal investments--within the context of an electronic data interchange (EDI) network development. Moreover, the role of channel climate in increasing EDI usage is explicated with a particular focus on its determinants and impacts. With insights obtained from social exchange and transaction cost theories, a research model is developed and tested with data collected from 233 suppliers with electronic linkages via EDI with a nationally recognized retailer of home improvement supplies and materials in the United States. The customer's reciprocal investments in the form of BDI-related support are proven to be effective in increasing EDI volume and diversity. However, power exercised is found to be not effective. Suppliers' cooperation with the customer, which is influenced by perceived uncertainty, trust, and transaction-specific investments, is found to have strong effects on EDI volume and diversity. Finally, the reciprocal investments are found to be an even more effective strategy when suppliers desire to keep a more cooperative relationship with the customer.
Strategic sourcing, defined as a firm's key business process to identify, evaluate, configure, and negotiate purchases in important spend categories while managing long-term supplier relationships, is playing a significant role in sourcing strategies. The adoption of e-sourcing, defined as the use of business software (for example, using application service providers to conduct online procurement auctions) to automate or augment the aforementioned key business process, has been growing rapidly in recent years. One often-cited benefit of e-sourcing is the predicted savings, which is appealing, given the increasing pressure on cost competitiveness faced by firms. Using queuing techniques, this paper develops an economic model that captures fundamental trade-offs in a firm's e-sourcing business process as characterized by communication complexity, frequency of use, and cost of delay. This allows comparisons of two widely adopted structures for e-sourcing; the centralized structure versus the decentralized structure. Conditions under which the centralized structure is favored over the decentralized structure and vice versa are identified and illustrated with numerical examples and case evidence. These findings are robust in other settings. The paper concludes with a discussion of managerial implications.
As information technology becomes more pervasive, the structure of the traditional work environment is changing. A number of alternatives are emerging where work is performed at remote locations. Existing work practices and managerial strategies are often not appropriate in this environment. In particular, traditional office communication with coworkers and management, which is often dependent on physical proximity, is disrupted. In this study, individual satisfaction with office communication in the telecommuting and conventional work environments is compared through a study of telecommuters and a comparison group of non-telecommuters in nine firms. We investigate the influence of certain organizational factors, such as job characteristics, IT support, and coordination methods, on satisfaction with office communication in the two work environments. We find telecommuters report higher satisfaction with office communication. Our findings indicate that task predictability, IT support, and electronic coordination have similar influences for both groups. We discuss implications of these findings for research and practice.
Researchers in information systems (IS) propose several reasons why firms outsource their IS, including reducing costs, generating cash, focusing on core competencies, and gaining access to technical expertise. The authors examine support for these assertions by comparing the financial characteristics of firms that enter into large-scale IS outsourcing agreements with those of other firms in their respective industries prior to outsourcing. A year-by-year comparison around the time of outsourcing indicates that firms that outsource their IS have significantly lower overhead costs, lower cash reserves, and higher debt before the outsourcing event. Analysis of changes in financial characteristics reveals an increase in long-term debt and financial leverage and declining growth rates prior to the outsourcing event. The authors argue that firms enter into large-scale IS outsourcing agreements primarily to reduce costs and to generate cash. Consequently, they are more likely to outsource when they have lower cash reserves, higher debt, or declining growth. The management objectives stated in the annual reports of these companies at the time of outsourcing corroborate their major findings.