Using UTAUT to identify the influencing factors on the use of ERP systems in medium- to large-sized Canadian enterprises

Abstract

Individual acceptance and use of new technologies has been studied extensively over the last two decades. And, as more and more organizations move from functional to process-based information technology (IT) infrastructure and that enterprise resource planning (ERP) systems are becoming one of today’s most widespread IT solutions to this movement, the research literature on ERP systems has exponentially grown in recent years. Effectively, the importance of the ERP industry to the professional information systems (IS) community is further underscored by projections indicating that it will be a $47.7 billion industry by 2011 (Jacobson et al., 2007). To study acceptance and use of ERP systems by enterprises and their employees, several models of technology adoption are used, including the Technology Acceptance Model (TAM) (Davis, 1989), its successor the TAM2 (Venkatesh & Davis, 2000), a combination of TAM2 and the model of determinants of perceived ease of use, that is TAM3 (Venkatesh & Bala, 2008), as well as the Unified Theory of Acceptance and Use of Technology (UTAUT) (Venkatesh et al., 2003). But, at our knowledge, acceptance and use of ERP systems has not been yet studied in medium- to large-sized Canadian enterprises. The aim of this study is then to fill this gap. Using UTAUT model, we gathered the feelings of middle managers and end-users in six medium- to large-sized enterprises from three Canadian countries in order to identify the influencing factors on their use of ERP systems. Data analysis was performed using the structural equation modeling software Partial Least Squares (PLS). The results got highlight the key role of three independent variables (facilitating conditions, anxiety, and behavioral intention) and a moderator variable (age) of UTAUT model as influencing factors on the use of ERP systems in medium- to large-sized Canadian enterprises. The independent variable social influence can also play a less significant role (at p < 0.10) on the use of ERP systems.