MIS Quarterly, 1995, Volume 19,
Issue 4, Page 535-559.
Organizations in both developed and developing countries use information technology to support their operational, tactical, and strategic processes (cf., Bogod, 1979; Cooper and Zmud, 1990). Any strategic competitive advantage of information technology, however, is contingent on acquisition and assimilation of information technology products and applications into organizational processes. Using a value expectancy approach, this study proposes an expanded model to examine the variables that correlate with information technology investment decisions. The theory of alienation from social psychology is used as a basis to systematically define and measure decision makers' attitudes and internal beliefs toward information technology in an investment context. Detailed discussion of the development of a computer alienation measurement scale is presented. The scale was used to collect data from 97 decision makers in the United States, a developed country, and Saudi Arabia, a developing country. Results provide empirical evidence on the appropriateness of applying the computer alienation construct to computer purchase decisions. Computer-alienated decision makers were found to be more inclined to resist information technology adoption by refraining from buying computers. This resistance was evident in both the U.S. and the Saudi samples. The study findings also indicate that decision-maker computer knowledge, computer experience, and education level are closely associated with alienated beliefs and attitudes toward information technology. Alienated decision makers reported paying less attention to information technology information sources. Assuming technologies can provide advantages, these findings point to the need for change agents to minimize alienating beliefs and attitudes.
Keywords: alienation; computer alienation; cross-culture studies; globalization of information technology; Information technology assimilation; value expectancy theory