Lessons learned using a technology transition model with the US navy

Abstract

There are several thousand group support systems (GSS) installations worldwide and that number is growing. This article presents a 32-month qualitative field investigation of an effort to introduce GSS into the daily work of the staff the US Navy's Commander, Third Fleet (C3F). Using the principles of action research, the project began with interventions based on the precepts of F.D. Davis eta al. (1989) Technology Acceptance Model (TAM). The goal of the interventions was to engender sufficient acceptance for GSS to create a self-sustaining, growing community of GSS users. TAM was revised based on insights that emerged in the field. The resulting model, the Technology Transition Model (TTM) frames acceptance as a multiplicative function of the magnitude and frequency of the perceived net-value of a proposed change, moderated by the perceived net-value associated with the transition period itself.

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