European Journal of Information Systems

, Volume 14, Issue 2, pp 150–161

Investigating enterprise systems adoption: uncertainty avoidance, intrinsic motivation, and the technology acceptance model


DOI: 10.1057/palgrave.ejis.3000532

Cite this article as:
Hwang, Y. Eur J Inf Syst (2005) 14: 150. doi:10.1057/palgrave.ejis.3000532


Enterprise systems are gaining interest from both practitioners and researchers because of their potential linkages to organizational and individual user's productivity. Information systems (IS) researchers have been investigating the implementation and adoption issues of enterprise systems based on the organizational IS management perspectives. However, there are few papers that investigate enterprise systems management and implementation issues based on the informal control mechanisms, although the enterprise systems are control tools in the organization. Specifically, this paper applies Enterprise Resource Planning (ERP) adoption and implementation to the informal controls, such as cultural control and self-control, which can be viewed as a tacit perspective in knowledge management. Uncertainty avoidance and perceived enjoyment are used as informal controls in the ERP implementation in this paper, and are linked to the technology acceptance variables to investigate the relationships among them. Sociotechnical design, organizational control mechanism, knowledge management, and individual motivation are reviewed to support this potential linkage in the model. Field data via the online survey of ERP systems user group (n=101) are analyzed with partial least squares and supported our hypotheses. Uncertainty avoidance cultural control and intrinsic motivation as self-control are the important antecedents of ERP systems adoption. Furthermore, the result helps the systems manager understand that informal controls should be applied to the ERP systems implementation to enhance tacit and social aspects of IS management.


informal controlenterprise systemssociotechnical designTAM

Copyright information

© Operational Research Society 2005

Authors and Affiliations

  1. 1.DePaul University, School of Accountancy and MISChicagoUSA