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Abstract The adoption of an organization-wide system, such as an enterprise system (ES), has often been mandated by organizational management, which may not necessarily motivate users to proactively explore the system's features and subsequently apply pertinent features that best support their job tasks. Anchoring on self-determination theory, this research investigates the antecedents and consequences of users' intrinsic motivation to explore ES features. We propose two organizational levers (i.e., autonomous job design and socialization tactics) that the management could exercise to trigger intrinsic motivation, thereby leading to improved ES feature exploration. Intrinsic motivation is manifested by hedonic motivation and normative motivation, whereas ES feature exploration is conceptualized as a dual-dimensional outcome reflected by cognitive behavior (exploratory usage) and positive affect (exploration satisfaction). Through a two-stage survey of 127 organizational users in China, we find general support for our research model. We further observe significant moderating effects of prevention focus on the association between organizational levers and intrinsic motivations. Beyond demonstrating how organizational users respond to different organizational levers, this research examines a broader, enduring challenge, which is to determine how organizational users can be induced to be intrinsically inspired to innovatively harness implemented information systems. Keywords: enterprise systemexploration usageintrinsic motivationorganizational levers
Ke et al. (Sat,) studied this question.