Mindful Use as a Link Between Social Capital and Organizational Learning: An Empirical Test of the Antecedents and Consequences of Two New Constructs

The motivation for this research is that information systems are not often used to their full potential - individuals often fail to use valuable features of systems not allowing firms to maximize their return from investments in these technologies. Additionally, there have been recent calls for new conceptualizations of system use and for research that examines post-adoption use. Therefore, the current research develops two new conceptualizations of system use: full appropriation and heedful use. These new concepts can help address under-utilization issues and fill gaps in the current literature. Full appropriation is fully exploiting applicable features of a system and heedful use is interacting with a system in a way that considers the needs of others within an organization. These conceptualizations are developed from psychological theories on mindfulness which have not been used to study system use. It is expected that a mindful approach to technology can lead to many positive benefits in the workplace. The first step in the current research was to develop and validate measures for these two new forms of use. Then the predictors of full appropriation and heedful use were examined with a social capital lens. The final step of this research was to examine the influence that these broader forms of use have on organizational learning since it has been suggested that organizational learning is the missing link between IT and firm performance. Data from 591 subjects from two separate organizations provided evidence of construct validity of the two newly developed scales and provided support for the overall model indicating a relationship between social capital and mindful use and a relationship between mindful use and organizational learning.