Difference between revisions of "Theory Template"

Revision as of 17:28, 14 March 2023

Acronym

IRT

Alternate name(s)

N/A

Main dependent construct(s)/factor(s)

New IS implementation facing ‘rejection’ or ‘opposition’ or atleast resulting in ‘postponement’

Main independent construct(s)/factor(s)

Functional (Situational), Psychological (Cultural, Social) barrier factors causing hesitancy to implementation of new IS technologies

Concise description of theory

IRT – Innovation resistance theory is a concept that describes the phenomenon of resistance to change and the adoption of new ideas and technologies. It seeks to understand why individuals, organizations, and societies may be hesitant to embrace new innovations and the factors that influence their willingness to adopt new technologies. Innovation resistance theory identifies several key factors that contribute to resistance to change, including:

Perceived threat to existing structures and norms: new innovations may challenge existing structures and norms, which can lead to resistance from individuals and organizations who are invested in maintaining the status quo.
Lack of understanding or familiarity: The unfamiliarity of a new innovation can cause individuals and organizations to be wary of embracing it, as they may not fully understand how it works or how it will impact their lives and work.
Perceived risks and uncertainty: The uncertainty and potential risks associated with new innovations can cause individuals and organizations to be cautious about embracing them.
Lack of perceived benefits: If individuals and organizations do not see the benefits of a new innovation, they may be less likely to adopt it.
Economic and organizational factors: Economic and organizational factors, such as costs and resource constraints, can also play a role in shaping an organization's willingness to adopt new innovations.

Generic context

Innovation resistance theory provides a useful framework for understanding the factors that contribute to resistance to change and can help organizations and individuals overcome these barriers and adopt new innovations. By understanding the root causes of resistance to change, organizations can develop strategies to promote the adoption of new technologies and innovations.

In simple words, Innovation Resistance Theory is a way of understanding THE BARRIERS about why some people don’t like or resist new things or new ways of doing things. Here is a scenario that shows how barriers can affect someone’s decision to buy a new thing: imagine as a kid, you are at the store with your mom and you see a cool toy robot that can talk and dance. You (as a kid) really want your mom to buy it for you, but she says no. She might have different reasons for saying no, such as:

Usage barrier: She thinks it’s too complicated for you to use as a kid.
Value barrier: She doesn’t think the robot is useful or fun enough for its price.
Risk barrier: She worries that the robot might break easily or hurt you somehow.
Tradition barrier: She prefers simpler toys that she played with when she was young.
Image barrier: She thinks the robot is too flashy or childish for you.

‘Information Systems’ context

The relevance lies in the fact that IS often involves the adoption and implementation of new technologies, which can be met with resistance from individuals and organizations. Understanding the underlying causes of innovation resistance can help organizations and individuals overcome these barriers and more effectively adopt and implement new IS technologies.

Here are some ways in which innovation resistance theory is relevant to IS:

Overcoming resistance to change: By understanding the factors that contribute to innovation resistance, organizations can develop strategies to overcome these barriers and promote the adoption and implementation of new IS technologies.
Improving IS adoption: By understanding the factors that influence individuals' and organizations' willingness to adopt new IS technologies, organizations can develop programs and initiatives to improve adoption and reduce resistance to change.
Promoting IS innovation: By understanding the root causes of innovation resistance, organizations can identify opportunities to promote and facilitate IS innovation, leading to more effective and efficient use of technology.
Improving IS implementation: Understanding the factors that contribute to innovation resistance can help organizations more effectively implement new IS technologies, reducing the likelihood of resistance and improving overall outcomes.

In conclusion, innovation resistance theory is highly relevant to IS, as it provides valuable insights into the factors that contribute to resistance to change and the adoption of new technologies. By understanding these factors, organizations can more effectively adopt and implement new IS technologies and overcome resistance to change.

.

Diagram/schematic of theory

Originating author(s)

James Gaskin, Kalle lyytinen

Seminal article(s)

Gaskin, J.E., & Lyytinen, K.J. (2010). Psychological Ownership and the Individual Appropriation of Technology. 2010 43rd Hawaii International Conference on System Sciences, 1-8.

Originating area

Applied psychology

Level of analysis

Individual

Links from this theory to other theories

Technology acceptance model, Unified theory of acceptance, Adaptive structuration theory

IS articles that use the theory

1. Mendoza, Antonette & Carroll, Jennie & Stern, Linda. (2010). Software appropriation over time: From adoption to stabilization and beyond. Australasian Journal of Information Systems; Vol 16, No 2 (2010). 16. 10.3127/ajis.v16i2.507.

2. Kirk, Colleen & Swain, Scott & Gaskin, James. (2015). I'm Proud of It: Consumer Technology Appropriation and Psychological Ownership. The Journal of Marketing Theory and Practice. 23. 10.1007/978-3-319-11815-4_199.

3. Xiao, Yazhen & Spanjol, Jelena. (2021). Yes, but not now! Why some users procrastinate in adopting digital product updates. Journal of Business Research. 135. 685-696. 10.1016/j.jbusres.2021.06.066.

4. Quinones, Pablo-Alejandro. (2015). Cultivating Practice & Shepherding Technology Use: Supporting Appropriation Among Unanticipated Users. Proceedings of the ACM Conference on Computer Supported Cooperative Work, CSCW. 10.1145/2531602.2531698.

5. Mendoza, Antonette & Carroll, Jennie & Stern, Linda. (2010). Software appropriation over time: From adoption to stabilization and beyond. Australasian Journal of Information Systems; Vol 16, No 2 (2010). 16. 10.3127/ajis.v16i2.507.

Contributor(s)

Harikrishnan R S, Doctoral student at Indian institute of management, Kozhikode, India

Date last updated

21/08/2022 Please feel free to make modifications to this site. In order to do so, you must register.

@@ Line 1: / Line 1: @@
 ==Acronym ==
-N/A
+IRT
 == Alternate name(s)==
 N/A
 == Main dependent construct(s)/factor(s)==
-Personal and object-related satisfaction, Control, Social power and status, Self-identity, Security, Extra-role behavior, job satisfaction, commitment to organization, organizational self-esteem, organization citizenship, efficacy and competence
+New IS implementation facing ‘rejection’ or ‘opposition’ or atleast resulting in ‘postponement’
 == Main independent construct(s)/factor(s) ==
-Satisfaction expectation, Desire for pleasure, Desire of autonomy and control, Enjoyment expectation, Desire for security
+Functional (Situational), Psychological (Cultural, Social) barrier factors causing hesitancy to implementation of new IS technologies
 == Concise description of theory ==
-Appropriation in IS context signifies the way that users take possession of a technology over time. The user can either ignore certain functionalities that the technology provides or inventing new ones contradicting designers or working around certain features of technology. With continued technology use, users identify themselves with the technology and it becomes part of their life. Since, the sense of psychological ownership is similar to technology appropriation behavior, the antecedents and consequences of psychological ownership is used for appropriation of technology. At individual level, psychological ownership and appropriation are theoretically equivalent.
+IRT – Innovation resistance theory is a concept that describes the phenomenon of resistance to change and the adoption of new ideas and technologies. It seeks to understand why individuals, organizations, and societies may be hesitant to embrace new innovations and the factors that influence their willingness to adopt new technologies. Innovation resistance theory identifies several key factors that contribute to resistance to change, including:
+* <u>Perceived threat to existing structures and norms</u>: new innovations may challenge existing structures and norms, which can lead to resistance from individuals and organizations who are invested in maintaining the status quo.
+* <u>Lack of understanding or familiarity</u>: The unfamiliarity of a new innovation can cause individuals and organizations to be wary of embracing it, as they may not fully understand how it works or how it will impact their lives and work.
+* <u>Perceived risks and uncertainty</u>: The uncertainty and potential risks associated with new innovations can cause individuals and organizations to be cautious about embracing them.
+* <u>Lack of perceived benefits</u>: If individuals and organizations do not see the benefits of a new innovation, they may be less likely to adopt it.
+* <u>Economic and organizational factors</u>: Economic and organizational factors, such as costs and resource constraints, can also play a role in shaping an organization's willingness to adopt new innovations.
+=== Generic context ===
+Innovation resistance theory provides a useful framework for understanding the factors that contribute to resistance to change and can help organizations and individuals overcome these barriers and adopt new innovations. By understanding the root causes of resistance to change, organizations can develop strategies to promote the adoption of new technologies and innovations.
+In simple words, Innovation Resistance Theory is a way of understanding THE BARRIERS about why some people don’t like or resist new things or new ways of doing things. Here is a scenario that shows how barriers can affect someone’s decision to buy a new thing: imagine as a kid, you are at the store with your mom and you see a cool toy robot that can talk and dance. You (as a kid) really want your mom to buy it for you, but she says no. She might have different reasons for saying no, such as:
+* Usage barrier: She thinks it’s too complicated for you to use as a kid.
+* Value barrier: She doesn’t think the robot is useful or fun enough for its price.
+* Risk barrier: She worries that the robot might break easily or hurt you somehow.
+* Tradition barrier: She prefers simpler toys that she played with when she was young.
+* Image barrier: She thinks the robot is too flashy or childish for you.
+=== ‘Information Systems’ context ===
+The relevance lies in the fact that IS often involves the adoption and implementation of new technologies, which can be met with resistance from individuals and organizations. Understanding the underlying causes of innovation resistance can help organizations and individuals overcome these barriers and more effectively adopt and implement new IS technologies.
+Here are some ways in which innovation resistance theory is relevant to IS:
+* <u>Overcoming resistance to change</u>: By understanding the factors that contribute to innovation resistance, organizations can develop strategies to overcome these barriers and promote the adoption and implementation of new IS technologies.
+* <u>Improving IS adoption</u>: By understanding the factors that influence individuals' and organizations' willingness to adopt new IS technologies, organizations can develop programs and initiatives to improve adoption and reduce resistance to change.
+* <u>Promoting IS innovation</u>: By understanding the root causes of innovation resistance, organizations can identify opportunities to promote and facilitate IS innovation, leading to more effective and efficient use of technology.
+* <u>Improving IS implementation</u>: Understanding the factors that contribute to innovation resistance can help organizations more effectively implement new IS technologies, reducing the likelihood of resistance and improving overall outcomes.
+In conclusion, innovation resistance theory is highly relevant to IS, as it provides valuable insights into the factors that contribute to resistance to change and the adoption of new technologies. By understanding these factors, organizations can more effectively adopt and implement new IS technologies and overcome resistance to change.
-The framework comes up with two propositions. Desires for autonomy or control, pleasure, and security, as well as expectations of enjoyment and satisfaction will motivate the appropriation of a technology. Individual appropriation of a technology will result in increases in: personal and object-related satisfaction, control, social power and status, self-identity, security, extra-role behaviour, job satisfaction, commitment to organization, organizational self-esteem, organizational citizenship, efficacy, and competence.
+.
 == Diagram/schematic of theory ==