Routine and Innovative Use of Enterprise System: Intricacy of Change Management Levers, System Characteristics, and Regulatory Focus

Published Online:https://doi.org/10.1287/isre.2022.0160

References

  • Agarwal R, Prasad J (1998) A conceptual and operational definition of personal innovativeness in the domain of information technology. Inform. Systems Res. 9(2):204–215.LinkGoogle Scholar
  • Alexander L, van Knippenberg D (2014) Teams in pursuit of radical innovation: A goal orientation perspective. Acad. Management Rev. 39(4):423–438.CrossrefGoogle Scholar
  • Arazy O, Gellatly IR (2012) Corporate wikis: The effects of owners’ motivation and behavior on group members’ engagement. J. Management Inform. Systems 29(3):87–116.CrossrefGoogle Scholar
  • Armenakis AA, Harris SG, Mossholder KW (1993) Creating readiness for organizational change. Human Relations 46(6):681–703.CrossrefGoogle Scholar
  • Armstrong CP, Sambamurthy V (1999) Information technology assimilation in firms: The influence of senior leadership and IT infrastructures. Inform. Systems Res. 10(4):304–327.LinkGoogle Scholar
  • Bala H, Venkatesh V (2013) Changes in employees’ job characteristics during an enterprise system implementation: A latent growth modeling perspective. MIS Quart. 37(4):1113–1140.CrossrefGoogle Scholar
  • Bala H, Venkatesh V (2015) Adaptation to information technology: A holistic nomological network from implementation to job outcomes. Management Sci. 62(1):156–179.LinkGoogle Scholar
  • Bass BM (1985) Leadership and Performance Beyond Expectations (Free Press, New York).Google Scholar
  • Beaudry A, Pinsonneault A (2005) Understanding user responses to information technology: A coping model of user adaptation. MIS Quart. 29(3):493–524.CrossrefGoogle Scholar
  • Beaudry A, Pinsonneault A (2010) The other side of acceptance: Studying the direct and indirect effects of emotions on information technology use. MIS Quart. 34(4):689–710.CrossrefGoogle Scholar
  • Benjamin L, Flynn FJ (2006) Leadership style and regulatory mode: Value from fit? Organ. Behav. Human Decision Processes 100(2):216–230.CrossrefGoogle Scholar
  • Bliese PD (2000) Within-Group Agreement, Non-Independence, and Reliability: Implications for Data Aggregation and Analysis (Jossey-Bass, San Francisco).Google Scholar
  • Brislin R (1980) Translation and Content Analysis of Oral and Written Materials (Allyn & Bacon, Boston).Google Scholar
  • Brockner J, Higgins ET (2001) Regulatory focus theory: Implications for the study of emotions at work. Organ. Behav. Human Decision Processes 86(1):35–66.CrossrefGoogle Scholar
  • Burton-Jones A, Grange C (2013) From use to effective use: A representation theory perspective. Inform. Systems Res. 24(3):632–658.LinkGoogle Scholar
  • Cao Q, Gedajlovic E, Zhang H (2009) Unpacking organizational ambidexterity: Dimensions, contingencies, and synergistic effects. Organ. Sci. 20(4):781–796.LinkGoogle Scholar
  • Carte TA, Russell CJ (2003) In pursuit of moderation: Nine common errors and their solutions. MIS Quart. 27(3):479–501.CrossrefGoogle Scholar
  • Carter M, Petter S, Grover V, Thatcher JB (2020) Information technology identity: A key determinant of IT feature and exploratory usage. MIS Quart. 44(3):983–1021.CrossrefGoogle Scholar
  • Chen L, Hsieh J-A, Rai A (2022) How does intelligent system knowledge empowerment yield payoffs? Uncovering the adaptation mechanisms and contingency role of work experience. Inform. Systems Res. 33(3):1042–1071.LinkGoogle Scholar
  • Chen L, Hsieh J-A, Rai A, Xu SX (2021) How does employee infusion use of CRM systems drive customer satisfaction? Mechanism differences between face-to-face and virtual channels. MIS Quart. 45(2):719–754.CrossrefGoogle Scholar
  • Chin WW, Marcolin BL, Newsted PR (2003) A partial least squares latent variable modeling approach for measuring interaction effects: Results from a Monte Carlo simulation study and an electronic-mail emotion/adoption study. Inform. Systems Res. 14(2):189–217.LinkGoogle Scholar
  • Cohen J (1988) Statistical Power Analysis for the Behavioral Sciences (Lawrence Erlbaum, Mahwah, NJ).Google Scholar
  • Compeau DR, Higgins CA (1995) Computer self-efficacy: Development of a measure and initial test. MIS Quart. 19(2):189–211.CrossrefGoogle Scholar
  • Cooper RB, Zmud RW (1990) Information technology implementation research: A technological diffusion approach. Management Sci. 36(2):123–139.LinkGoogle Scholar
  • Davis FD (1989) Perceived usefulness, perceived ease of use, and user acceptance of information technology. MIS Quart. 13(3):319–340.CrossrefGoogle Scholar
  • Deci EL, Ryan RM (1987) The support of autonomy and the control of behavior. J. Personality Soc. Psych. 53(6):1024–1037.CrossrefGoogle Scholar
  • Dong L, Sun H, Fang Y (2007) Do perceived leadership behaviors affect user technology beliefs? An examination of the impact of project champions and direct managers. Comm. Assoc. Inform. Systems 19(1):655–664.Google Scholar
  • Dul J, Ceylan C, Jaspers F (2011) Knowledge workers’ creativity and the role of the physical work environment. Human Resource Management 50(6):715–734.CrossrefGoogle Scholar
  • Edwards JR (2011) Multidimensional constructs in organizational behavior research: An integrative analytical framework. Organ. Res. Methods 4(2):144–192.CrossrefGoogle Scholar
  • Faems D, Van Looy B, Debackere K (2005) Interorganizational collaboration and innovation: Toward a portfolio approach. J. Product Innovation Management 22(3):238–250.CrossrefGoogle Scholar
  • Fornell C, Larcker DF (1981) Evaluating structural equation models with unobservable variables and measurement error. J. Marketing Res. 18(1):39–50.CrossrefGoogle Scholar
  • Friedman RS, Förster J (2001) The effects of promotion and prevention cues on creativity. J. Personality Soc. Psych. 81(6):1001–1013.CrossrefGoogle Scholar
  • Fugate MEL, Kinicki AJ, Prussia GE (2008) Employee coping with organizational change: An examination of alternative theoretical perspectives and models. Personnel Psych. 61(1):1–36.CrossrefGoogle Scholar
  • Gattiker TF, Goodhue DL (2005) What happens after ERP implementation: Understanding the impact of interdependence and differentiation on plant-level outcomes. MIS Quart. 29(3):559–585.CrossrefGoogle Scholar
  • Gerbing DW, Anderson JC (1988) An updated paradigm for scale development incorporating unidimensionality and its assessment. J. Marketing Res. 25(2):186–192.CrossrefGoogle Scholar
  • Gibson CB, Birkinshaw J (2004) The antecedents, consequences, and mediating role of organizational ambidexterity. Acad. Management J. 47(2):209–226.CrossrefGoogle Scholar
  • Grant AM (2012) Giving time, time after time: Work design and sustained employee participation in corporate volunteering. Acad. Management Res. 37(4):589–615.CrossrefGoogle Scholar
  • Hamstra MRW, Van Yperen NW, Wisse B, Sassenberg K (2011) Transformational-transactional leadership styles and followers’ regulatory focus. J. Personnel Psych. 10(4):182–186.CrossrefGoogle Scholar
  • Hamstra MRW, Van Yperen NW, Wisse B, Sassenberg K (2014) On the perceived effectiveness of transformational-transactional leadership: The role of encouraged strategies and followers’ regulatory focus. Eur. J. Soc. Psych. 44(6):643–656.CrossrefGoogle Scholar
  • Haws KL, Dholakia UM, Bearden WO (2010) An assessment of chronic regulatory focus measures. J. Marketing Res. 47(5):967–982.CrossrefGoogle Scholar
  • He Z-L, Wong P-K (2004) Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis. Organ. Sci. 15(4):481–494.LinkGoogle Scholar
  • Herold DM, Fedor DB, Caldwell SD (2007) Beyond change management: A multilevel investigation of contextual and personal influences on employees’ commitment to change. J. Appl. Psych. 92(4):942–951.CrossrefGoogle Scholar
  • Herold DM, Fedor DB, Caldwell S, Liu Y (2008) The effects of transformational and change leadership on employees’ commitment to a change: A multilevel study. J. Appl. Psych. 93(2):346–357.CrossrefGoogle Scholar
  • Higgins ET (1997) Beyond pleasure and pain. Amer. Psychologist 52(12):1280–1300.CrossrefGoogle Scholar
  • Higgins ET (1998) Promotion and prevention: Regulatory focus as a motivational principle. Adv. Experiment. Soc. Psych. 30:1–46.CrossrefGoogle Scholar
  • Higgins ET (2000) Making a good decision: Value from fit. Amer. Psych. 55(11):1217–1230.CrossrefGoogle Scholar
  • Higgins ET (2005) Value from regulatory fit. Current Directives Psych. Sci. 14(4):209–213.CrossrefGoogle Scholar
  • Higgins ET, Roney CJR, Crowe E, Hymes C (1994) Ideal versus ought predilections for approach and avoidance distinct self-regulatory systems. J. Personality Soc. Psych. 66(2):276–286.CrossrefGoogle Scholar
  • Ho CKY, Ke W, Liu H, Chau PYK (2020) Separate versus joint evaluation: The roles of evaluation mode and construal level in technology adoption1. MIS Quart. 44(2):725–746.CrossrefGoogle Scholar
  • Hofmann DA, Gavin MB (2016) Centering decisions in hierarchical linear models: Implications for research in organizations. J. Management 24(5):623–641.Google Scholar
  • Hom PW, Tsui AS, Wu JB, Lee TW, Zhang AY, Fu PP, Li L (2009) Explaining employment relationships with social exchange and job embeddedness. J. Appl. Psych. 94(2):277–297.CrossrefGoogle Scholar
  • Hong W, Chan FKY, Thong JYL, Chasalow LC, Dhillon G (2014) A framework and guidelines for context-specific theorizing in information systems research. Inform. Systems Res. 25(1):111–136.LinkGoogle Scholar
  • Hsieh JJPA, Wang W (2007) Explaining employees’ extended use of complex information systems. Eur. J. Inform. Systems 16(3):216–227.CrossrefGoogle Scholar
  • Hsieh J-A, Rai A, Xu SX (2011) Extracting business value from IT: A sensemaking perspective of post-adoptive use. Management Sci. 57(11):2018–2039.LinkGoogle Scholar
  • James LR, Demaree RG, Wolf G (1984) Estimating within-group interrater reliability with and without response bias. J. Appl. Psych. 69(1):85–98.CrossrefGoogle Scholar
  • Jarvenpaa SL, Stoddard DB (1998) Business process redesign: Radical and evolutionary change. J. Bus. Res. 41(1):15–27.CrossrefGoogle Scholar
  • Jasperson JS, Carter PE, Zmud RW (2005) A comprehensive conceptualization of post-adoptive behaviors associated with information technology enabled work systems. MIS Quart. 29(3):525–557.CrossrefGoogle Scholar
  • Kang S, Lim KH, Kim MS, Yang HD (2011) Research note: A multilevel analysis of the effect of group appropriation on collaborative technologies use and performance. Inform. Systems Res. 23(1):214–230.LinkGoogle Scholar
  • Karahanna E, Xin Xu S, Xu Y, Zhang N (2018) The needs–affordances–features perspective for the use of social media. MIS Quart. 42(3):737–756.CrossrefGoogle Scholar
  • Karimi J, Somers TM, Bhattacherjee A (2007) The impact of ERP implementation on business process outcomes: A factor-based study. J. Management Inform. Systems 24(1):101–134.CrossrefGoogle Scholar
  • Kark R, Dijk DV (2007) Motivation to lead, motivation to follow: The role of the self-regulatory focus in leadership process. Acad. Management Res. 32(2):500–528.CrossrefGoogle Scholar
  • Kark R, Van Dijk D (2019) Keep your head in the clouds and your feet on the ground: A multifocal review of leadership–Followership self-regulatory focus. Acad. Management Ann. 13(2):509–546.CrossrefGoogle Scholar
  • Kark R, Katz-Navon T, Delegach M (2015) The dual effects of leading for safety: The mediating role of employee regulatory focus. J. Appl. Psych. 100(5):1332–1348.CrossrefGoogle Scholar
  • Kark R, Van Dijk D, Vashdi DR (2018) Motivated or demotivated to be creative: The role of self-regulatory focus in transformational and transactional leadership processes. Appl. Psych. 67(1):186–224.CrossrefGoogle Scholar
  • Ke W, Wei KK (2008) Organizational culture and leadership in ERP implementation. Decision Support Systems 45(2):208–218.CrossrefGoogle Scholar
  • Ke WL, Kang LL, Tan CH, Peng CH (2021) User competence with enterprise systems: The effects of work environment factors. Inform. Systems Res. 32(3):860–875.LinkGoogle Scholar
  • Ke W, Tan C-H, Sia CL, Wei K-K (2013) Inducing intrinsic motivation to explore the enterprise system: The supremacy of organizational levers. J. Management Inform. Systems 29(3):257–290.CrossrefGoogle Scholar
  • Kiefer T (2005) Feeling bad: Antecedents and consequences of negative emotions in ongoing change. J. Organ. Behav. 26(8):875–897.CrossrefGoogle Scholar
  • Kim H-W, Kankanhalli A (2009) Investigating user resistance to information systems implementation: A status quo bias perspective. MIS Quart. 33(3):567–582.CrossrefGoogle Scholar
  • Kotter JP (1995) Leading change: Why transformation efforts fail. IEEE Engrg. Management Rev. 35(3):42–48.Google Scholar
  • Koufteros XA (1999) Testing a model of pull production: A paradigm for manufacturing research using structural equation modeling. J. Oper. Management 17(4):467–488.CrossrefGoogle Scholar
  • Lauterbach J, Mueller B, Kahrau F, Maedche A (2020) Achieving effective use when digitalizing work: The role of representational complexity. MIS Quart. 44(3):1023–1048.CrossrefGoogle Scholar
  • Li X, Hsieh J (2007) Impact of transformational leadership on system exploration in the mandatory organizational context. Proc. 28th Internat. Conf. Inform. Systems (Association for Information Systems, Montreal), 1–20.Google Scholar
  • Li X, Hsieh J-A, Rai A (2013) Motivational differences across post-acceptance information system usage behaviors: An investigation in the business intelligence systems context. Inform. Systems Res. 24(3):659–682.LinkGoogle Scholar
  • Liang H, Xue Y, Wu L (2013) Ensuring employees’ IT compliance: Carrot or stick? Inform. Systems Res. 24(2):279–294.LinkGoogle Scholar
  • Liang HG, Saraf N, Hu Q, Xue YJ (2007) Assimilation of enterprise systems: The effect of institutional pressures and the mediating role of top management. MIS Quart. 31(1):59–87.CrossrefGoogle Scholar
  • Liang H, Yajiong X, Weiling K, Kwok Kee W (2010) Understanding the influence of team climate on IT use. J. Assoc. Inform. Systems 11(8):414–432.Google Scholar
  • Liang H, Peng Z, Xue Y, Guo X, Wang N (2015) Employees’ exploration of complex systems: An integrative view. J. Management Inform. Systems 32(1):322–357.CrossrefGoogle Scholar
  • Liang YY, Yan M, Law KS, Wang HB, Chen YY (2021) Integrating the bright and dark sides of leadership: An investigation of the intragroup and intergroup effects of leader group prototypicality. J. Bus. Res. 133:89–97.CrossrefGoogle Scholar
  • Liao H, Rupp DE (2005) The impact of justice climate and justice orientation on work outcomes: A cross-level multifoci framework. J. Appl. Psych. 90(2):242–256.CrossrefGoogle Scholar
  • Lindell MK, Whitney DJ (2001) Accounting for common method variance in cross-sectional research designs. J. Appl. Psych. 86(1):114–121.CrossrefGoogle Scholar
  • Luo YM, Zhang C, Xu YJ, Ling H (2015) Creativity in IS usage and workgroup performance: The mediating role of ambidextrous usage. Comput. Human Behav. 42:110–119.CrossrefGoogle Scholar
  • MacKenzie SB, Podsakoff PM, Podsakoff NP (2011) Construct measurement and validation procedures in MIS and behavioral research: Integrating new and existing techniques. MIS Quart. 35(2):293–334.CrossrefGoogle Scholar
  • Maier C, Laumer S, Tarafdar M, Mattke J, Reis L, Weitzel T (2021) Challenge and hindrance IS use stressors and appraisals: Explaining contrarian associations in post-acceptance IS use behavior. J. Assoc. Inform. Systems 22(6):1590–1624.Google Scholar
  • Maruping LM, Magni M (2015) Motivating employees to explore collaboration technology in team contexts. MIS Quart. 39(1):1–16.CrossrefGoogle Scholar
  • Mason CH, Perreault WD (1991) Collinearity, power, and interpretation of multiple regression analysis. J. Marketing Res. 28(3):268–280.CrossrefGoogle Scholar
  • Moqbel M, Nevo S, Kock N (2013) Organizational members’ use of social networking sites and job performance. Inform. Tech. People 26(3):240–264.CrossrefGoogle Scholar
  • Morris V, Venkatesh V (2010) Job characteristics and job satisfaction: Understanding the role of enterprise resource planning system implementation. MIS Quart. 34(1):143–161.CrossrefGoogle Scholar
  • Peng Z, Guo X (2019) A multilevel investigation on antecedents for employees’ exploration of enterprise systems. Eur. J. Inform. Systems 28(4):439–456.CrossrefGoogle Scholar
  • Peng Z, Sun Y, Guo X (2018) Antecedents of employees’ extended use of enterprise systems: An integrative view of person, environment, and technology. Internat. J. Inform. Management 39:104–120.CrossrefGoogle Scholar
  • Pieterse AN, van Knippenberg D, Schippers M, Stam D (2009) Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment. J. Organ. Behav. 31(4):609–623.CrossrefGoogle Scholar
  • Pil FK, Cohen SK (2006) Modularity: Implications for imitation, innovation, and sustained advantage. Acad. Management Res. 31(4):995–1011.CrossrefGoogle Scholar
  • Podsakoff PM, MacKenzie SB, Lee J-Y, Podsakoff NP (2003) Common method biases in behavioral research: A critical review of the literature and recommended remedies. J. Appl. Psych. 88(5):879–903.CrossrefGoogle Scholar
  • Preacher KJ, Hayes AF (2008) Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models. Behav. Res. Methods 40(3):879–891.CrossrefGoogle Scholar
  • Raudenbush SW, Bryk AS (2002) Hierarchical Linear Models: Applications and Data Analysis Methods (Sage, Thousand Oaks, CA).Google Scholar
  • Saga VL, Zmud RW (1994) The nature and determinants of IT acceptance, routinization, and infusion. Proc. IFIP TC8 Working Conf. Diffusion Transfer Implementation Inform. Tech. (Elsevier Science), 67–86.Google Scholar
  • Sassenberg K, Hamstra MRW (2017) The intrapersonal and interpersonal dynamics of self-regulation in the leadership process. Adv. Experiment. Soc. Psych. 55:193–257.CrossrefGoogle Scholar
  • Schmitz KW, Teng JTC, Webb KJ (2016) Capturing the complexity of malleable IT use: Adaptive structuration theory for individuals. MIS Quart. 40(3):663–686.CrossrefGoogle Scholar
  • Schmitz K, Webb K, Teng J (2010) Exploring technology and task adaptation among individual users of mobile technology. Proc. 31st Internat. Conf. Inform. Systems (Association for Information Systems, St. Louis), 1–19.Google Scholar
  • Sharma R, Yetton P (2003) The contingent effects of management support and task interdependence on successful information systems implementation. MIS Quart. 27(4):533–555.CrossrefGoogle Scholar
  • Shin J, Taylor MS, Seo M-G (2012) Resources for change: The relationships of organizational inducements and psychological resilience to employees’ attitudes and behaviors toward organizational change. Acad. Management J. 55(3):727–748.CrossrefGoogle Scholar
  • Sun HS (2012) Understanding user revisions when using information system features: Adaptive system use and triggers. MIS Quart. 36(2):453–478.CrossrefGoogle Scholar
  • Sun H, Wright RT, Thatcher JB (2019) Revisiting the impact of system use on task performance: An exploitative-explorative system use framework. J. Assoc. Inform. Systems 20(4):398–433.Google Scholar
  • Sundaram S, Schwarz A, Jones E, Chin WW (2007) Technology use on the front line: How information technology enhances individual performance. J. Acad. Marketing Sci. 35(1):101–112.CrossrefGoogle Scholar
  • Sykes TA (2015) Support structures and their impacts on employee outcomes: A longitudinal field study of an enterprise system implementation. MIS Quart. 39(2):473–495.CrossrefGoogle Scholar
  • Sykes TA (2020) Enterprise system implementation and employee job outcomes: Understanding the role of formal and informal support structures using the job strain model. MIS Quart. 44(4):2055–2086.CrossrefGoogle Scholar
  • Sykes TA, Venkatesh V (2017) Explaining post-implementation employee system use and job performance: Impacts of the content and source of social network ties. MIS Quart. 41(3):917–936.CrossrefGoogle Scholar
  • Sykes TA, Venkatesh V, Gosain S (2009) Model of acceptance with peer support: A social network perspective to understand employees’ system use. MIS Quart. 33(2):371–393.CrossrefGoogle Scholar
  • Sykes TA, Venkatesh V, Johnson JL (2014) Enterprise system implementation and employee job performance: Understanding the role of advice networks. MIS Quart. 38(1):51–72.CrossrefGoogle Scholar
  • Te’eni D (2015) Current issue and future submissions, contextualized. Eur. J. Inform. Systems 24(4):361–363.CrossrefGoogle Scholar
  • Thatcher JB, McKnight D, Baker EW, Arsal RE, Roberts NH (2011) The role of trust in postadoption it exploration: An empirical examination of knowledge management systems. IEEE Trans. Engrg. Management 58(1):56–70.CrossrefGoogle Scholar
  • Thong JYL, Yap C-S, Raman KS (1997) Environments for information systems implementation in small businesses. J. Organ. Comput. Electronic Commerce 7(4):253–278.CrossrefGoogle Scholar
  • Tong Y, Tan SS-L, Teo H-H (2015) The road to early success: Impact of system use in the swift response phase. Inform. Systems Res. 26(2):418–436.LinkGoogle Scholar
  • Tsui AS, Pearce JL, Porter LW, Tripoli AM (1997) Alternative approaches to the employee-organization relationship: Does investment in employees pay off? Acad. Management J. 40(5):1089–1121.CrossrefGoogle Scholar
  • Van de Vijver F, Leung K (1997) Methods and Data Analysis for Cross-Cultural Research (Sage Publications).Google Scholar
  • Venkatesh V, Cheung CMK, Davis FD, Lee ZWY (2023) Cyberslacking in the workplace: Antecedents and effects on job performance. MIS Quart. 47(1):281–316.CrossrefGoogle Scholar
  • Vera D, Crossan M (2004) Strategic leadership and organizational learning. Acad. Management Rev. 29(2):222–240.CrossrefGoogle Scholar
  • Vickery SK, Koufteros X, Dröge C, Calantone R (2016) Product modularity, process modularity, and new product introduction performance: Does complexity matter? Production Oper. Management 25(4):751–770.CrossrefGoogle Scholar
  • Weber L, Mayer KJ (2011) Designing effective contracts: Exploring the influence of framing and expectations. Acad. Management Res. 36(1):53–75.CrossrefGoogle Scholar
  • Whetten DA, Felin T, King BG (2009) The practice of theory borrowing in organizational studies: Current issues and future directions. J. Oper. Management 35(3):537–563.Google Scholar
  • Wu J, Huang L, Zhao JL (2019) Operationalizing regulatory focus in the digital age: Evidence from an e-commerce context. MIS Quart. 43(3):745–764.CrossrefGoogle Scholar
  • Xue L, Zhang C, Ling H, Zhao X (2013) Risk mitigation in supply chain digitization: System modularity and information technology governance. J. Management Inform. Systems 30(1):325–352.CrossrefGoogle Scholar
  • Yeo J, Park J (2006) Effects of parent-extension similarity and self regulatory focus on evaluations of brand extensions. J. Consumer Psych. 16(3):272–282.CrossrefGoogle Scholar
  • Zhang X (2017) Knowledge management system use and job performance: A multilevel contingency model. MIS Quart. 41(3):811–840.CrossrefGoogle Scholar
  • Zhang XM, Bartol KM (2010) Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Acad. Management J. 53(1):107–128.CrossrefGoogle Scholar
  • Zhang XJ, Venkatesh V (2017) A nomological network of knowledge management system use: Antecedents and consequences. MIS Quart. 41(4):1275–1306.CrossrefGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.