Technological changes in organizations are challenging. While there are success stories, the failure rate is alarmingly high. This thesis presents the development and testing of three models on the impact of technological change on employees’ behavior. The first model examines the current understanding of technology acceptance, as well as the notion of mandated use. An integrated model is proposed. The results indicate that there are differences in the underlying relationships of the technology acceptance process when use is mandated. The second study, as an extension of study one, looks at the earlier deep usage effect on employees’ job outcome changes in an 18 months period. The mediating effect of job autonomy on long-term job outcomes is evidenced. By applying the job demand-control...[ Read more ]

Technological changes in organizations are challenging. While there are success stories, the failure rate is alarmingly high. This thesis presents the development and testing of three models on the impact of technological change on employees’ behavior. The first model examines the current understanding of technology acceptance, as well as the notion of mandated use. An integrated model is proposed. The results indicate that there are differences in the underlying relationships of the technology acceptance process when use is mandated. The second study, as an extension of study one, looks at the earlier deep usage effect on employees’ job outcome changes in an 18 months period. The mediating effect of job autonomy on long-term job outcomes is evidenced. By applying the job demand-control model, study three examines the job demand increase effect in job performance changes in the transformation process. Latent growth modeling was used. These three studies are validated by a longitudinal field study conducted in the Hong Kong Police Department. This research project makes important contributions by deepening our understanding of the employee behavioral changes instigated by technological change.