Integrating switching costs to information systems adoption

An empirical study on learning management systems

Research output: Contribution to journalArticle

1 Citation (Scopus)

Abstract

When evaluating a new information system, users’ experiences with the prior system, as well as characteristics of the new system, may influence their adoption behavior. However, most existing research either focuses solely on assessment of the new system using information systems adoption theories, or focuses only on the extent and types of switching costs associated with the transition from the prior system to the new one. In addition, little research has examined system switching and adoption of new learning management systems. To address these gaps, this study develops a research model that integrates the theoretical perspectives of switching costs and information systems adoption. The model is developed and tested in the context of the adoption of learning management systems. The results indicate that emotional costs and reduced performance costs can significantly influence perceived switching value. Perceived switching value, performance expectancy, effort expectancy, and social influence have significant impacts on users’ intention to use the new learning management system.

Original languageEnglish (US)
Pages (from-to)1-20
Number of pages20
JournalInformation Systems Frontiers
DOIs
StateAccepted/In press - Dec 10 2015

Fingerprint

Learning Management System
Empirical Study
Information Systems
Information systems
Costs
Social Influence
Switching Systems
Switching systems
System theory
User Experience
Integrate
Model
Influence

Keywords

  • Information systems adoption
  • Leaning management systems
  • Switching costs

ASJC Scopus subject areas

  • Information Systems
  • Computer Networks and Communications
  • Software
  • Theoretical Computer Science

Cite this

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abstract = "When evaluating a new information system, users’ experiences with the prior system, as well as characteristics of the new system, may influence their adoption behavior. However, most existing research either focuses solely on assessment of the new system using information systems adoption theories, or focuses only on the extent and types of switching costs associated with the transition from the prior system to the new one. In addition, little research has examined system switching and adoption of new learning management systems. To address these gaps, this study develops a research model that integrates the theoretical perspectives of switching costs and information systems adoption. The model is developed and tested in the context of the adoption of learning management systems. The results indicate that emotional costs and reduced performance costs can significantly influence perceived switching value. Perceived switching value, performance expectancy, effort expectancy, and social influence have significant impacts on users’ intention to use the new learning management system.",
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