The use of computers by individuals in their work lives has received considerable attention by Information Systems researchers and practitioners. Finding solutions to why people elect to avoid this technology is a longstanding goal of the field. In order to deepen our understanding of this phenomenon, this study linked Attribution Theory with Self-Efficacy Theory. Based on these two theories, an Attribution/Self-Efficacy model was formulated and tested in an Enterprise Resource Planning (ERP) context. A three-phased research approach was used to test two research questions: (1) determination of the desirable and undesirable attributions of users' past computer-related performance; and (2) investigation of whether the desirable and undesirable attributions influence individuals' computer self-efficacy. During Phase One the research questions were initially examined by conducting a survey in an organization of PeopleSoft users. The results of this study provided preliminary support for the Attribution/Self-Efficacy model. Users reported that the causes of their successful computer performance (i.e., Desirable Attributions) were willingness to change applications, effort, and persistence. The causes of their unsuccessful computer performance (i.e., Undesirable Attributions) were lack of computer training, lack of computer support, and difficult to use software. The second phase developed and tested multi-item measurements for Desirable Attributions (i.e., acceptance of change, willingness to change, effort, and persistence), and Undesirable Attributions (i.e., difficult to use applications, inadequate training, inadequate support, inadequate documentation, and inadequate communications) using semi-structured interviews followed by a card sorting methodology. These measurements were used to test users' attributional analysis of their ERP Self-Efficacy during Phase Three. Phase Three was a cross-sectional survey of ERP users from one organization. The results of this phase provided evidence for linking Attribution Theory to Self-Efficacy Theory. Moreover, the findings showed that an attributional analysis of users' prior ERP performances played an important role in the formation of self-efficacy judgements, which in turn, influenced users' affective and behavioural outcomes (i.e., satisfaction, performance, and productivity). The combined findings of this research speak to the need to consider users' attributional analysis of their ERP performances when attempting to understand individuals' reactions to this technology, and to successfully implement these complex solutions into organizations.
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