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Monitoring agencies continue to express concern over the use of unlicensed business software in organizations because of the ethical, legal, and financial implications of noncompliance. We constructed a multiple mediation model based on protection motivation theory in order to examine the threat and coping evaluation processes of employees regarding software license compliance. The responses of 138 organizational employees were used to empirically test the research model. The research model helps explain why compliance awareness influences compliance attitudes and behavior. The empirical findings indicate that compliance attitudes result from both consequence and coping appraisals with ethical beliefs having a stronger influence on compliance attitudes compared to the threat of sanctions. Furthermore, awareness drives the formation of threat and coping beliefs and directly influences attitude. We discuss the theoretical and practical implications of the findings that will enable organizations to meet the compliance challenge.

This study examines the nature of reciprocity between IT workers and their organization and the IT profession by applying two theoretical perspectives - social identity and the psychological contract. Social Identity Theory addresses the connection between individuals and their profession while Psychological Contract Theory addresses the mental retention of direct and indirect promises and their reciprocation. The linkage of these theories assesses the behavioral outcomes of missed expectations. The results from in-depth interviews with IT professionals generate a taxonomy of twenty-five themes that potentially influence a breach or violation of the psychological contract. The discussion then focuses on the four salient themes that were highly referenced by the interviewees and that closely aligned with the theoretical foundations of the study. This paper widens the operational aspects of the Psychological Contract by investigating the factors that potentially influence a Psychological Contract Breach and Psychological Contract Violation within the IT profession.

Events such as the dot-com bust, economic instability, and organizational streamlining, present challenges to retaining and hiring information technology (IT) professionals. During the last decade, IT professionals were dismissed in large numbers from their organization because technology is often considered a cost center. As the technology field continues to recover, organizations are struggling to retain their remaining IT staff. Those previously dismissed from their organizations approached rehire situations cautiously for fear they would be dismissed again. Current practitioner and academic research continue to investigate methods of recruiting new and retaining IT workers by using incentives and promises. However, prolonged demanding situations can potentially influence IT turnover intention. In this positivistic study, 104 IT professionals identified the conditions that influenced turnover intention through psychological contract breach and psychological contract violation. The results suggest that perceived work exhaustion, salary, job promotion, opportunities and perceived job autonomy influenced psychological contract breach. Psychological contract breach was found to influence psychological contract violation, which also influenced turnover intention. Psychological contract breach was found to mediate the relationship between job autonomy, emotional dissonance, and perceived work exhaustion to psychological contract violation.

An understanding between information technology (IT) and business units is important to information systems research in that their alignment is critical for organizational performance in the digital environment. Negative perceptions and associated behavioral outcomes can affect group cohesion and effectiveness. The present research uses the lens of stigma and stereotypes to explore a notion of non-productive relationships between the IT and nonIT groups. The primary focus of this study was to analyze interviews with IT professionals to explore and identify potential antecedents to stigma. The differences between IT professionals and users are defined and explicated, illustrating the occurrence of stereotyping among and between the various groups. We found that relationships between the IT and nonIT groups appear to support a notion of differentness. The support of stigmatization between these two groups likely exists in interpersonal relationships during situations of stress, cultural differences, and expectations. Relationships in the pervasive digital environment between business units are critical for organizational performance. Each unit maintains its own culture and, therefore, the associated views and behavioral outcomes. The existence of different groups implies a difference in perception, expectation, and ultimately performance.

This paper reinvestigates the theories of planned behavior and the technology acceptance model regarding the adoption of cloud-based services by conducting a methodological replication of a study by Ho, Ocasio-Velázquez, and Booth (2017). The improvement of cloud-based services and their adoption by individuals and organizations alike continue to rise. For some organizations, releasing control of their IT infrastructure relies in part on their perception of a cloud service provider’s trustworthiness. We found that the intent to trust cloud-computing firms relies on knowledge, perceived risk, and subjective norm. Also, perceived risk appears to moderate the interaction between knowledge and intent to trust. Future studies are encouraged to strengthen this study through construct validity, including the addition of relevant dimensions to intent to trust.

This paper reinvestigates the cognitive theory of collective mindfulness on organizational Information Systems performance by conducting a methodological replication of Khan, Lederer, and Mirchandani’s (2013) study. Collective mindfulness in the context of organizational information systems (IS) has significant effects on effectiveness and performance. We found that upper management concern and support for IS influences organizational performance through collective mindfulness. Upper management concern for typical and atypical situations and their associated repercussions on performance require solutions in real-time and concern for alternative problem-solving methods. Collective mindfulness addresses the notion of a more in-depth and purposeful analysis of potential catalysts negatively affecting performance. Future studies are encouraged to strengthen this study through construct improvement including the addition of relevant dimensions to collective mindfulness.