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20 Cards in this Set

  • Front
  • Back
Researcher of Cognitive Fit Theory
Iris Vessey (1991)
Researcher of Cognitive Dissonance Theory
Leon Festinger (1957)
Researcher of Interpersonal Deception Theory
Judee Burgoon (1996)
Researcher of Media Richness Theory
Richard L. Daft
Researcher of Socio-technical Theory
Enid Mumford (1967) et al.
Researcher of Technology acceptance model
Fred D. Davis (1986)
Researcher of Unified Theory of Acceptance and Use of Technology
Viswanath Venkatesh (2003)
Researcher of Task Technology Fit
Dale Goodhue (1995)
Researcher of Theory of Reasoned Action
Martin Fishbein (1967)
Researcher of Competitive Strategy Theory
Michael Porter (1979)
The correspondence between task and information presentation format leads to superior task performance for individual users. (In other words, how the information is presented to you will affect your performance in a given task)
Cognitive Fit Theory
There is a tendency for individuals to seek consistency among their cognitions (i.e., beliefs, opinions). When there is an inconsistency between attitudes or behaviors, something must change. In the case of a discrepancy between attitudes and behavior, it is most likely that the attitude will change to accommodate the behavior.
Cognitive Dissonance Theory
Interpersonal Deception Theory views deception through the theoretical lens of interpersonal communication. As such, it considers deception as an interactive process between a sender and receiver. In contrast with previous studies of deception that focused on the sender and receiver individually, IDT focuses on the dyadic, relational, and dialogic nature of deceptive communication. Behaviors between the sender and receiver are dynamic, multifunctional, multidimensional, and multimodal.
Interpersonal Deception Theory
Two main assumptions of this theory are: people want to overcome equivocality (ambiguity) and uncertainty (lack of information) in organizations and a variety of media commonly used in organizations work better for certain tasks than others. Using four criteria, Daft and Lengel present a hierarchy, arranged from high to low degrees of richness, to illustrate the capacity of types to process ambiguous communication in organizations.
Media Richness Theory
any organizational systems will maximize performance only if the interdependency of these subsystems is explicitly recognized. Hence any design or redesign must seek out the impact each subsystem has on the other and design must aim to achieve superior results by ensuring that all the subsystems are working in harmony.
Socio-technical Theory
that perceived usefulness and perceived ease of use determine an individual's intention to use a system with intention to use serving as a mediator of actual system use. Perceived usefulness is also seen as being directly impacted by perceived ease of use.
The theory holds that four key constructs (performance expectancy, effort expectancy, social influence, and facilitating conditions) are direct determinants of usage intention and behaviour (Venkatesh et. al., 2003). Gender, age, experience, and voluntariness of use are posited to mediate the impact of the four key constructs on usage intention and behavior.
Unified Theory of Acceptance and Use of Technology
theory holds that IT is more likely to have a positive impact on individual performance and be used if the capabilities of the IT match the tasks that the user must perform (Goodhue and Thompson, 1995). Goodhue and Thompson (1995) developed a measure of 8 factors: quality, locatability, authorization, compatibility, ease of use/training, production timeliness, systems reliability, and relationship with users.
Task Technology Fit
individual behavior is driven by behavioral intentions where behavioural intentions are a function of an individual's attitude toward the behaviour and subjective norms surrounding the performance of the behavior. Attitude toward the behavior is defined as the individual's positive or negative feelings about performing a behaviour. Subjective norm is defined as an individual's perception of whether people important to the individual think the behavior should be performed.
Theory of Reasoned Action
framework uses concepts developed in micro-economics to derive 5 forces that determine the attractiveness of a market. They consist of those forces close to a company that affect its ability to serve its customers and make a profit. A change in any of the forces requires a company to re-assess its marketplace. Four forces — the bargaining power of customers, the bargaining power of suppliers, the threat of new entrants, and the threat of substitute products — combine with other variables to influence a fifth force, the level of competition in an industry.
Competitive Strategy Theory