Theoretical Framework

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Introduction This publication will discuss the Technology Acceptance Model (TAM) in general as well as the elements of this theory and the ways that it has been used as the structure for other studies. Also discussed will be the ways that TAM has been tested or extended in various environments. In addition, this paper will also explain how Rogers’ diffusion of innovation theory ties in with the Technology Acceptance Model to create a theory that can be used to explain a variety of situations in the workplace. Also discussed will be how combining these theories can be used to increase the amount of use explained by TAM as well as the Technology Acceptance Model 2 (TAM2) theory. Definition of the Technology Acceptance Model TAM is a theory that was developed by Davis in 1989 to examine technology products with regard to their perceived ease of use and perceived usefulness (Legris, Ingham & Collerette, 2003). According to Venkatesh, Morris, Davis, and Davis (2003), TAM was actually developed based on the Theory of Reasoned Action (TRA), which predicts many different behaviors. TAM is also used to determine the acceptance of information technology and its use in the workplace (Venkatesh et al., 2003). In addition, this theory argues that the diffusion of an innovation begins with its use by a single individual (Motohashi, Lee, Sawng & Kim, 2012). Based on this information, it can also be assumed that when a given individual utilizes a technology product and shares his experience with others, diffusion of the innovation will take place. The theories of TAM and TRA also include attitude toward using the technology and behavioral intention to use the technology (Legris et al., 2003). What this means is t... ... middle of paper ... ...vely for training and premium technology products, could not achieve acceptable levels of usage of this technology by its employees. In fact, this study focuses on whether there is a link between job performance and the use of this technology as well as whether the level of use is at an acceptable level. It fails, however, to consider the fact that regardless of job performance, management needs feedback from salespeople regarding product usage and any adverse events associated with these pharmaceutical products regardless. In other words, the TAM and TAM2 theories were applied with regard to perceived usefulness, and it was felt that there was not a strong enough link between use of the software and employee performance, so it was determined that perhaps the software is not benefitting the organizations that use these products (Ahearne et al., 2004).
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