AIS Electronic

With Software-as-a-Services (SaaS), benefits such a s cost efficiency and flexibility gains are associated, which drive decision-makers to increasi ngly take this technology into account not only for supporting business processes, but also for core bu siness processes. However, the trailing IT organizational impacts of SaaS integrations after t he implementation phase often remain hidden. This paper examines the effects of SaaS on the perceived t chnical change radicalness and the perceived IT organizational changes from the perspective of the socio-technical systems theory. We derive a research model that is suited to IT employees at Sa S using companies to investigate the changes in their daily tasks. The model is tested with data co lle ted from 66 IT employees from various sectors i n German-speaking countries. The empirical results in dicate that an increasing SaaS usage level leads to instability in the socio-technical balance of us ing companies. Especially the perceived individual job outcome, a measure for soft facts such as job s atisfaction, indicates that SaaS affects internal I T employees in a negative sense. Our valuable finding s help management to understand the need for balancing both their willingness for SaaS adoption and the social impacts. The understanding of this interrelation helps the enforcement of more sustain able SaaS implementations.

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