Technology Acceptance in Mechatronics

1. Front Matter

   Pages I-XVII

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2. Foundation

   1. Abstract

      • Ute Hillmer

      Pages 1-2

   2. Introduction

      • Ute Hillmer

      Pages 3-8

   3. Existing Theories Considering Technology Adoption

      • Ute Hillmer

      Pages 9-28

3. Methodology

   1. Methodology

      • Ute Hillmer

      Pages 29-50

4. Literature Review As Frame Analysis

   1. Individual Perspective

      • Ute Hillmer

      Pages 51-87

   2. Societal Perspective

      • Ute Hillmer

      Pages 89-117

   3. Organisational Perspective

      • Ute Hillmer

      Pages 119-137

   4. A Merged Perspective

      • Ute Hillmer

      Pages 139-142

5. Findings

   1. Emerging Data and Data Analysis

      • Ute Hillmer

      Pages 143-176

   2. Discussion and Implications

      • Ute Hillmer

      Pages 177-200

   3. Conclusions

      • Ute Hillmer

      Pages 201-204

6. Back Matter

   Pages 205-260

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2. Introduction 2.1 The nature of the problem Organizational investments in computer aided information and communication technologies have expanded dramatically in most industries of the western business world over the last 50 years. The most central reasons for these investments in technological change are improved productivity; enhanced efficiency or quality; reduction of problems, mistakes, or danger; enlarged span of information, knowledge or control; and enhanced communication or prestige (Crespi et al. 2006; German Statistisches Bundesamt 2007). However, simply purchasing technology is not enough. In order to obtain an anticipated effect, technology must be used “appropriately” (Agarwal and Prasad 1997, p.15). Such appropriate use is called ‘technology adoption’ throughout the study. It is contrasted with ‘technology acceptance behaviours’ used to express the variety of behaviour from endorsing a new technology eagerly through fast or slow conformity with organisational decisions to hidden or open rejection. This breath of behaviour is often inter-situational and even inter-personal. It has the effect that many technology products do not fail in convincing management during the sales process; they are thwarted during test installations or in the rollout phase.

• Mechatronics
• Multi-Disciplinary Reserach
• Symbolic Interactionism
• Technology Acceptance Adoption
• business
• social values
• technology

Dr. Ute Hillmer is senior consultant and owner of Better Reality Marketing. She consults, coaches and teaches in international technology marketing and innovation management.

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