||Information systems (IS) implementations that support organizational effectiveness and enhance efficiencies remains costly, challenging and has a high failure rate. Research on user perceived psychological contract breach in user- IS provider (ISP) relationship can aid our understanding to impact of characteristics inherent to the IS implementations on user resistance as well as their impact on how to avoid user resistance. The purpose of this study is to extend IS theory through a sustained attempt to understand why some users resist IS in organizations, and a further exploration of social-psychological determinants of user resistance as these relate to quantitative model development. The psychological contract implies a set of reciprocal obligations that can be conceived of both sides relate to the IS project activities. A breach in this psychological contract could result in feelings of violation as an affective response among users who perceived the breach, and possibly lead them to resist IS.|
Using data from 230 survey respondents, an empirical survey methodology was applied, and we used PLS to test the research model. Analysis showed that within a user-ISP relationship, a user perceived breach could attribute to user resistance and feelings of violation via reneging (i.e. poor ISP capabilities) and incongruence (i.e. communication and socialization on shared understandings of the objects/goals of the IS project). Being in a state of high vigilance, for example because the ISP had a breach in its record, made users more likely to monitor whether their psychological contracts had been broken by the ISP, as well as more likely to perceive that they had been broken. Our results also show that users’ interpretations, including causal attribution of the breach and perceived fairness after the breach, play moderating roles between user perceived breaches and feelings of violation.
In sum, the current study proposes an exploratory model to examine the antecedents of user resistance and the consequences of user perceived breaches of psychological contracts in the context of IS project implementation. The findings, their academic and practical implications, and directions for future research are discussed.