Assimilation of Enterprise Systems: The Effect of Institutional Pressures and the Mediating Role of Top Management1

Liang, Huigang; Saraf, Nilesh; Hu, Qing; Xue, Yajiong

doi:10.2307/25148781

Cited by 3,921ERP Systems Implementation and ImpactTechnology Adoption and User BehaviourInformation Technology Governance and Strategy

Assimilation of Enterprise Systems: The Effect of Institutional Pressures and the Mediating Role of Top Management1

Liang, Huigang, Saraf, Nilesh, Hu, Qing, Xue, Yajiong·2007·MIS Quarterly

DOI 10.2307/25148781

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Abstract

We develop and test a theoretical model to investigate the assimilation of enterprise systems in the post-implementation stage within organizations. Specifically, this model explains how top management mediates the impact of external institutional pressures on the degree of usage of enterprise resource planning (ERP) systems. The hypotheses were tested using survey data from companies that have already implemented ERP systems. Results from partial least squares analyses suggest that mimetic pressures positively affect top management beliefs, which then positively affects top management participation in the ERP assimilation process. In turn, top management participation is confirmed to positively affect the degree of ERP usage. Results also suggest that coercive pressures positively affect top management participation without the mediation of top management beliefs. Surprisingly, we do not find support for our hypothesis that top management participation mediates the effect of normative pressures on ERP usage, but instead we find that normative pressures directly affect ERP usage. Our findings highlight the important role of top management in mediating the effect of institutional pressures on IT assimilation. We confirm that institutional pressures, which are known to be important for IT adoption and implementation, also contribute to post-implementation assimilation when the integration processes are prolonged and outcomes are dynamic and uncertain.

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“All of the constructs had adequate discriminant validity and sufficient reliability (Gefen et al., 2000; Liang et al., 2007).”
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“There were no qualitative differences in the statistical results: no paths gained or lost significance and no paths changed signs.Thus, as described in Liang et al. (2007), it was feasible to use the method with all constructs modeled as reflective.”
From The impact of age on website usability (2014) · cites this paper as Liang et al. (2007)

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Authors: Liang, H., Saraf, N., Hu, Q., & Xue, Y.
Affiliations: Florida Atlantic University (US)
Simon Fraser University (CA)
College of Business, Florida Atlantic University, Boca Raton, FL 33431, U.S.A.
ORCID: Liang, Huigang
Saraf, Nilesh
Venue: MIS Quarterly
Publisher: MIS Quarterly
Published: 2007-03-01
Volume: 31
Issue: 1
Pages: 59-87
ISSN: 0276-7783 (ISSN-L)
2162-9730
DOI: 10.2307/25148781
OpenAlex: W2115981184
Cited by: 3,921
References: 100
Citations by year: 2026: 296 · 2025: 262 · 2024: 265 · 2023: 297 · 2022: 302 · 2021: 267 · 2020: 245 · 2019: 216 · 2018: 219 · 2017: 207 · 2016: 215 · 2015: 231 · 2014: 191 · 2013: 164 · 2012: 170
FWCI: 144.41
Type: journal article
Language: en
Open access: closed
Locations: MIS Quarterly (publishedVersion)
Topics: Social Sciences › Business, Management and Accounting › Management Information Systems › ERP Systems Implementation and Impact
Social Sciences › Decision Sciences › Information Systems and Management › Technology Adoption and User Behaviour
Social Sciences › Business, Management and Accounting › Management Information Systems › Information Technology Governance and Strategy
Keywords: enterprise resource planning, institutional pressures, top management participation, mimetic pressure, coercive pressure, normative pressure, mediating effect

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Assimilation of Enterprise Systems: The Effect of Institutional Pressures and the Mediating Role of Top Management1

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