آیا رفتارهای شهروندی سازمانی منجر به موفقیت سیستم اطلاعات می شود : آزمایش اثر واسطه ای جو یکپارچه و مدیریت پروژه

We adapted a model in organizational theory to determine whether organizational citizenship behaviors (OCBs) of system implementation teams influenced that organization's integration climate and improved their project management, resulting in successful system implementation. Surveys were elicited from 254 system users in various business organizations that had implemented large-scale IS in the previous year; the analysis of their responses provided support for our model, suggesting that the OCB of the implementation team created a higher level of integration climate and more effective project management, and that these in turn influenced information system success. Implications for researchers and managers are discussed and limitations are identified.

A significant amount of effort has been directed toward identifying IS success (ISS) factors that can be classified into two streams: social and technical. The first encompasses factors such as setting clear goals, gaining management support, planning user training programs, resolving conflicts, and creating a harmonious climate. The second includes factors such as constructing a suitable IT infrastructure, sharing information and knowledge across organizations, utilizing effective tools and methodologies, assigning competent project members, and managing project resources and schedules [31] and [33]. Despite this, understanding the behavioral aspect of the implementation team has yet to be determined. During and after implementation, the interaction between users and the team becomes intensive and critical because users’ input helps the team configure the IS correctly to reflect the business objectives and the organizational processes. Kaiser and Bostrom [14] found that similarity among members of the development team was positively related to the ISS. At the team member level, technical knowledge and organizational skills such as interpersonal communication and strategic planning have also been considered to be important determinants of project success [38]. Moreover, responsiveness has been shown to improve users’ assessment of the IS and increase adoption of the system. User resistance has also been regarded as one of the major reasons why ERP implementations failed; that is, users’ judgment of the system is an essential criterion in the evaluation of ISS. Thus, there is a need to investigate how and how much the implementation team's interaction with users affects the level of ISS. Our study was intended to examine the influence of a specific category of voluntary behaviors exhibited by the implementation team – organizational citizenship behaviors (OCBs) – on the ISS and the mechanisms through which such influence is achieved. OCB has been reported to correlate positively with the quantity and quality of the unit's performance [26] and [39]. One recent study [18] showed that employee's OCB had a positive impact on change management after a firm implemented an ERP system. Although such voluntary behaviors had never been applied to explain the influence of the IS implementation team on the success of the system, we expected that this exploration would broaden our understanding of ISS.

Prior research has not seriously studied the effect of OCB on ISS, nor has the implementation team's voluntary and discretionary exhibition of behaviors been considered. Our study has provided evidence to show the organizational consequences of OCB in IS implementation. The findings suggest no direct effect of OCB on ISS, but indirect effects through integration climate and EPM. For years, IS managers have been alerted to the importance of the social interaction between the implementation team and its users. However, little has been said about the importance of voluntary behaviors in the implementation team. Our study revealed that IS and user managers should consider reinforcing organizational practices that nurture such behavior.