T. S. Ragu-Nathan

Learn More
The Consequences of technostress for end users in organizations: Conceptual development and empirical validation" (2008). T he research reported in this paper studies the phenomenon of technostress, that is, stress experienced by end users of Information and Communication Technologies (ICTs), and examines its influence on their job satisfaction, commitment(More)
Organizational use of information and communications technologies (ICT) is increasingly resulting in negative cognitions in individuals, such as information overload and interruptions. recent literature has encapsulated these cognitions in 304 TarafDar, Tu, aND ragu-NaThaN the concept of technostress, which is stress caused by an inability to cope with the(More)
Based on empirical survey data, this paper uses concepts from sociotechnical theory and role theory to explore the effects of stress created by information and computer technology (ICT)-that is, "technostress"-on role stress and on individual productivity. We first explain different ways in which ICTs can create stress in users and identify factors that(More)
We investigate the effect of conditions that create technostress, on technology-enabled innovation, technology-enabled performance, and overall performance. We further look at the role of technology self-efficacy, organizational mechanisms that inhibit technostress, and technology competence as possible mitigations to the effects of technostress creators.(More)
IT managers in global firms often rely on user evaluations to guide their decision-making in adopting, implementing, and monitoring the effectiveness of enterprise systems across national cultures. In these decisions, managers need instruments that provide valid comparisons across cultures. Using samples representing five nations/world regions including the(More)
This paper examines the role of the information systems (IS) planner in relation to the organizational reporting level of the top IS executive. It is suggested that as the reporting level of the head of IS changes, the roles played by the IS planner change too. This notion is tested empirically with a random sample of 192 organizations. Results indicate(More)