Extending the theory of planned behaviour as a model to explain post-merger employee behaviour of IS use

Abstract A merger that fails to adequately address technology integration and its consequent impact on employee IS behaviour is almost doomed from the start. The theory of planned behaviour, a widely accepted expectancy-value model of attitude–behaviour relationship, suggests an individual’s behaviour is determined by attitudes toward behaviour, subjective norm, and perceived behaviour control. This paper examines ways of expanding the model in the specific area of financial merger through inclusion of an additional risk variable. Exploratory results from field experiments are then presented.

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