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36th Annual Hawaii International Conference on System Sciences (HICSS'03) - Track 5
Big Island, Hawaii
January 06-January 09
ISBN: 0-7695-1874-5
Charles C. Hinnant, The University of Georgia
Eric W. Welch, University of Illinois at Chicago
This paper examines the linkage between the self-efficacy of public managers to employ information technology (IT) and managerial perceptions of IT effects on the operations of public organizations. A conceptual model posits that computer self-efficacy is influenced by several factors such as organizational support, IT usage within the organization, and experiential knowledge. Furthermore, computer self-efficacy simultaneously affects managerial perceptions of IT impacts on organizational processes. Data from a national study of state program managers is employed to test five hypotheses regarding computer self-efficacy. Two Stage Least Squares is then used to estimate the effect of computer self-efficacy on perceptions of IT impacts. Results indicate that the level of computer self-efficacy is influenced by the availability of IT training and the extent of IT usage within the organization. Computer self-efficacy is also shown to be associated with more positive perceptions of IT effects within public organizations.
Citation:
Charles C. Hinnant, Eric W. Welch, "Managerial Capacity and Digital Government in the States: Examining the Link Between Self-Efficacy and Perceived Impacts of IT in Public Organizations," hicss, vol. 5, pp.137, 36th Annual Hawaii International Conference on System Sciences (HICSS'03) - Track 5, 2003
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