International Business Management

Year: 2016
Volume: 10
Issue: 6
Page No. 1132 - 1140

A Study of Unified Theory of Acceptance and the Use of Technology in Iranian Organization: Case Study of Cement Factories

Authors : Fatima Raeisi and Mohamad Reza Behboudi

Abstract: The study of IT adoption models indicates that many competitive models have been presented and each one holds various sets of determinants. In this research, user admission has been studied in Iran through applying Unified Theory of Acceptance, Technology adoption (UTAUT) and its points (2003) which are the outcome of integration of structures related to eight widely used models in the area of technology adoption. This study has been conducted based on collected data in the first half of 2014 out of a sample consisting of 86 directors and experts of four concrete complexes in Qeshm, Ardestan, Darab and Kerman. The outcomes of the data analysis gathered from these four administrations through applying “Path Technique” demonstrated that “Effort Expectancy” and “Social Influence” variants has a significant correlation with the behavioral intention of applying technologies. In addition, there is a significant correlation between “Facilitating Conditions” and use behavior. Furthermore, the results demonstrate that the relationship between” performance expectancy” with “behavioral intention” is stronger for men than women. “Effort Expectancy” and “social Influence” as well as “behavioral intention” is stronger for women compared with men. However, the relationship between “performance expectancy” variable with “behavioral intention” was not approved. Generally, the result of this study shows that the UTAUT is a reliable and strong model for anticipating the behavioral intention and use behavior in IT systems adoption in our country too.

How to cite this article:

Fatima Raeisi and Mohamad Reza Behboudi, 2016. A Study of Unified Theory of Acceptance and the Use of Technology in Iranian Organization: Case Study of Cement Factories. International Business Management, 10: 1132-1140.

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