User Resistance to IS implementation has been acknowledged as an important phenomenon frequently cited as a main barrier to the success of system implementation. This paper proposes the user resistance to IS implementation model and tests it with empirical data collected from three large state-owned enterprises in Thailand at different implementation stages. Enterprise Resource Planning implementation was chosen as the context of this study. The perceived level of power in an organization was found to negatively affect user resistance attitude. The results provide implications for both academia and practitioners in the field of user resistance.
|Keywords:||Resistance to Change, ERP, Mandatory Usage|
Faculty of Commerce and Accountancy, Chulalongkorn University, Bangkok, Thailand
Professor, Faculty of Commerce and Accountancy, Chulalongkorn University, Thailand
Professor, Faculty of Commerce and Accountancy, Chulalongkorn University