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effort, and b) easy to learn [12]. Numerous empirical evaluations of
self-efficacy
and
ease of use
find them to be an important predictor of human behaviour (e.g.,
[12,48-50]) and therefore provide substantial justification for including the
complexity
construct
in our model. As such, we propose that complexity will have a negative
effect on methodology use.
Fig. 1.
Conceptual model
Compatibility (CA)
: is the degree to which a methodology is perceived to be con-
sistent with existing social cultural values, and past experiences of potential adopters
[9]. The higher the compatibility, the higher the desire to use the methodology.
The roots of this lies in the understanding that individuals in organisations might be
reluctant to change their habits, which they have learned unconsciously through past
repetitions, and might therefore be unwilling to adopt new methodologies if they
cause radical change. The more a methodology departs from the current work proc-
esses of an individual, the longer and harder he or she must strive to unlearn old rou-
tines and learn new ones [22]. In matters of radical change, as is the case with new
methodology adoption (see Section 2), the methodology might not be compatible with
the habits of potential users and would therefore activate negative feelings and emo-
tions and, consequently, resistance. Past methodology acceptance research has found
a significant positive but weak effect of compatibility on an individual's intention to
use a methodology (e.g., [37]). However, research on this crucial construct is still
relatively scarce, which calls for further attention. Based upon this discussion, we
propose that compatibility will have a positive effect on methodology use.
Perceived observability is another attribute originally identified by Rogers [38];
it is the degree to which an individual believes that the results of using a methodology
are visible [38]. However, this definition of observability indicates that the construct
is complex and has been found to possess two unique dimensions [29]: a) the
demon-
strability
of results to others,
and b) the
visibility
of the innovation itself. While
conducting a sorting exercise with a panel of judges, Moore and Benbasat [29] found
