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An Application of Expectancy Theory to Explain a Manager's Intention to Use a Decision Support System
Author(s) -
Snead Ken C.,
Harrell Adrian M.
Publication year - 1994
Publication title -
decision sciences
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.238
H-Index - 108
eISSN - 1540-5915
pISSN - 0011-7315
DOI - 10.1111/j.1540-5915.1994.tb00818.x
Subject(s) - expectancy theory , decision support system , knowledge management , computer science , business , operations research , microeconomics , operations management , process management , psychology , economics , social psychology , artificial intelligence , mathematics
A continuing gap exists between the capabilities of sophisticated computer‐based information systems and the extent to which these systems are used by individuals. Studies which have examined the relationship between system utilization and various user, system, implementation, and organizational variables have provided few consistent findings. A new approach to this topic is suggested by a recent study by Davis, Bagozzi, and Warshaw [11], which indicates that individuals' intentions to use a system determine subsequent use. A large body of psychology‐based research also supports this relationship between behavioral intentions and subsequent behavior. This study employs expectancy theory, which has often been used to examine behavioral intentions, to explain managers' intentions to use a decision support system (DSS). The results imply that the variables of the expectancy force model are determinants of a manager's behavioral intentions to use a DSS, and the variables of the expectancy valence model are determinants of the attractiveness of using a DSS to a manager.