A Process Model Perspective on the Adoption of Technology

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A Process Model Perspective on the Adoption of
Technology

• Darren Meister (Queens University)
• David Ramsden (Queens University)
• Deborah Compeau (Ivey School of Business)

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Agenda

• Adoption Problem
• Limitations of variance models
• A Process Framework
• Linking variance models to process models
• Where next?

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What Type of Adoption Problem?

• We are looking at adoption problems with the
  following characteristics
• Professional groups
• Degree of volition varies
• Interdependence between individuals
• Characterized by
• Group members at different stages
• Interaction effects between behavior and
  subsequent antecedents to behavior
• Fits and starts to the process
• Using the individual as the unit of analysis

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Variance Models

• There are several well-accepted variance models
  in the adoption of innovation literature
• e.g. TAM, TPB, DOI
• Successful in identifying important factors in
  the adoption decision process
• Individual perceptions, social conditions,
  facilitating factors, technology characteristics
• Not effective at looking at mechanisms that
  influence change over time
• Conflict between assessment at the individual
  level and interpretation at the group level
• Stuck in an incremental improvement mode
• Add additional variables to improve fit

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Dynamic Nature of the Adoption Decision
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Process Models

• A view of the adoption decision process as a
  series of time-sequenced events to enable
  examination of the mechanisms underlying
  formation of perceptions
• Can be modeled using system maps
• Mackenzie developed a framework based on the idea
  of a series of considerations describing events
  leading to a set of possible outcomes

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Mackenzies Framework

• A set of considerations leading to decisions Y
  F(C)
• Decisions are defined as yi
• Considerations are defined as Cj
• Answers to considerations are binary
• Model is exhaustive
• focus is on the exception
• Model is not iterative
• as change occurs you reapply it from the start
• Cite
• Processes and Their Frameworks, Management
  Science, January 2000, Ken Mackenzie

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Set of Possible Outcomes
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Set of Possible Considerations

• From Variance Models
• Perceived usefulness
• Relative advantage
• Ease of use
• Compatibility
• Social norms
• Self-efficacy
• Image
• Visibility
• Resource facilitating conditions
• Technology facilitating conditions

• From Behaviors
• Actions of others
• Conflict avoidance
• Social network
• Organizational experience
• Organizational norms
• Communication
• Group work
• Leadership

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Process Framework Example

• Considerations
• c1 Am I aware of it?
• c2 Is it compatible with how I work now?
• c3 Is it compatible with how I want to work?
• c4 Is it useful?
• c5 Is it easy-to-use?
• c6 Is training available?

• Outcomes
• y1 Promote
• y2 Adopt
• y3 Trial
• y4 Investigate
• Y5 Avoid
• y6 Neglect
• y7 Dissuade
• y8 Reject
• y9 Sabotage

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Process Framework Example
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Testing the Model

• Use existing survey data to find patterns
• Get a good start
• Follow decision processes
• You are asking about tangible actions
• Why did you take this action?
• What effect did (CONSIDERATION) have on your
  decision?
• If (CONSIDERATION) had been different, how would
  that have affected your action?
• Measure social network activity
• Who are your referent parties
• Who are you likely to influence
• Applicability from one situation to another
• Would a process framework hold for an individual?
  Technology? Group? Any? All?

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So What Does This Give Us?

• An organization tool
• Direct links between research approach and
  organizational activity
• An approach to examine group adoption processes
• An approach to understanding replacement or
  switching adoption problems
• Can extend framework
• DCF2(Y)
• Structured method for linking actions to
  considerations