Ict Acceptation the Case of Crm Project

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ICT acceptation : The case of CRM project Mouna JEGHAM Phd student, INT Evry, France Jean-Michel SAHUT Professor of finance Professor, Geneva School of Business Administration & Cerege EA 1722 - University of Poitier depended upon acceptance by organizational member targets as its end-users. Thus, having the Technology available is simply not enough; it must be accepted and used appropriately by its target user group in order to realize anticipated productivity gains. In fact, the implementation of an Information Technology project constitutes a major change for any organization, the actual implementation appears to be very heavily biased toward the technological aspects while paying little attention to managing the changes in process, structure and culture. Since the seventies, research has concentrated its efforts on identifying the conditions or factors that could facilitate the integration of IS into business. This search has produced a long list of factors that seem to influence the use of technology (Bailey & Pearson; 1983). From the mid-eighties, IS researchers (Cheney, Mann & Amoroso; 1986, Chau; 1996) have concentrated their efforts on developing and testing models that could help in predicting system use. Davis proposed one of them, the Technology Acceptance Model (TAM) in 1986 in his doctoral thesis. Since then, it has been tested and extended by many researchers (Davis; 1989, Venkatesh & Davis; 2000). Despite the large number of empirical studies examining the determinant of ICT users’ acceptation behaviours, few have examined the effects of specific measures undertaken by management to facilitate diffusion and acceptation. More research is needed to identify these measures so project managers can take them into account during system development and change management process. The objective of this paper is to gain a more complete understanding of the

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