Abstract
Based on a Belief-Action-Outcome framework, we produced a model that shows senior managers' perception of both the antecedents to and the consequences of Green IS adoption by a firm. This conceptual model and its associated hypotheses were empirically tested using a dataset generated from a survey of 405 organizations. The results suggest that coercive pressure influences the attitude toward Green IS adoption while mimetic pressure does not. In addition, we found that there was a significant relationship between Green IS adoption, attitude, and consideration of future consequences. Finally, we found that only long term Green IS adoption was positively related to environmental performance.
| Original language | English |
|---|---|
| Pages (from-to) | 431–438 |
| Number of pages | 8 |
| Journal | Information and Management |
| Volume | 50 |
| Issue number | 7 |
| DOIs | |
| Publication status | Published - Nov 2013 |
Keywords
- green IS
- institutional theory
- personality traits
- adoption
- environmental performance
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