The Role of Technology Coping and Habit in Information System Utilization

Organizations have spent millions of dollars on information systems (IS) in an effort to improve their competitive advantage. However, research has shown that the expected benefits from these investments have often not materialized. A common problem that occurs is underutilization of and resistance to new technology by the users. In other words organizations need to be aware of how employees adapt or cope with new technology as they go about their work in order to yield the benefits of an investment in information systems. The model developed for this research begins with Wiener’s (1948) Cybernetic Theory model as the foundation and integrates three additional models: (1) Folkman and Lazarus (1984 and 1985) Transactional Model to address technology coping, (2) Louis and Sutton’s (1991) research into automatic and habitual thinking to address habitual IS use, and (3) Sun’s (2012) research into information system features to address the extent to which a technology is utilized. The name of the model is the Technology Change Model (TCM). The Technology Change Model was used to examine the implementation of a case management system in a law enforcement setting involving a group of attorneys, investigators, analysts and administrative assistants. The methodology used to test the model was Focused Ethnography, which typically studies a specific problem within a specific context concerning a small group of people. Interviews are an important part of Focused Ethnography and can provide insight into the process and factors that affect IS implementations. The results of the interviews confirmed the factors and underlying theories of the Technology Change Model as well as uncovering three new factors related to habitual IS use: Feature Habitude, Feature Indifference, and Feature Ignorance. This study contributes to research by integrating disparate theories into one model, the Technology Change Model. This study contributes to practice by highlighting issues related to technology coping, habitual IS use, and use of system features that IS managers should be aware of in order to reduce underutilization and resistance to information systems