Effects of self and collective efficacy perceptions on integrated information systems task performance

Recent shifts in information systems (IS) emphasizing integration and collaboration create potential challenges for individuals interacting with organization productivity software. The premise of this research is that for these types of IS technologies, cognitive perceptions of individual and collective ability influence task performance. Using the constructs of self-efficacy and collective efficacy derived from Bandura's (1986, 1997) Social Cognitive Theory, this study develops a model relating an IS task specific self-efficacy measure and three distinct collective efficacy measures to task performance in an integrated information system context. Three hypotheses are presented: (1) collective efficacy beliefs mediate the relationship between self-efficacy perceptions and task performance; (2) performance feedback moderates changes in efficacy beliefs, and; (3) behavior modeling moderates the relationship of efficacy beliefs to task performance.; The model is tested, using a simulated integrated IS supporting three functional roles. Three person teams used the simulated system to collaborate in solving a business problem in a quasi-experiment. Empirical results support hypothesis one, but not hypotheses two and three. In addition, the collective efficacy measures do not perform equally well; perceptions of team technical ability are found to be a less important predictor of task performance than perceptions regarding team functioning. Nevertheless, the findings suggest that self and collective efficacy beliefs are significant indicators of performance when using integrated systems with important implications for systems training and implementation.