Folgen
Andreas Eckhardt
Andreas Eckhardt
Professor of Information Systems, University of Innsbruck
Bestätigte E-Mail-Adresse bei uibk.ac.at - Startseite
Titel
Zitiert von
Zitiert von
Jahr
Giving too much social support: social overload on social networking sites
C Maier, S Laumer, A Eckhardt, T Weitzel
European Journal of Information Systems 24, 447-464, 2015
7462015
Who influences whom? Analyzing workplace referents' social influence on IT adoption and non-adoption
A Eckhardt, S Laumer, T Weitzel
Journal of information technology 24, 11-24, 2009
4232009
Analyzing the impact of HRIS implementations on HR personnel’s job satisfaction and turnover intention
C Maier, S Laumer, A Eckhardt, T Weitzel
The Journal of Strategic Information Systems 22 (3), 193-207, 2013
2672013
The performance impact of business process standardization: An empirical evaluation of the recruitment process
B Münstermann, A Eckhardt, T Weitzel
Business Process Management Journal 16 (1), 29-56, 2010
2322010
WHEN SOCIAL NETWORKING TURNS TO SOCIAL OVERLOAD: EXPLAINING THE STRESS, EMOTIONAL EXHAUSTION, AND QUITTING BEHAVIOR FROM SOCIAL NETWORK SITES'USERS
C Maier, S Laumer, A Eckhardt, T Weitzel
2172012
User personality and resistance to mandatory information systems in organizations: A theoretical model and empirical test of dispositional resistance to change
S Laumer, C Maier, A Eckhardt, T Weitzel
Journal of Information Technology 31, 67-82, 2016
2022016
Why do people reject technologies: a review of user resistance theories
S Laumer, A Eckhardt
Information Systems Theory: Explaining and Predicting Our Digital Society …, 2012
1972012
Information technology as daily stressor: Pinning down the causes of burnout
C Maier, S Laumer, A Eckhardt
Journal of Business Economics 85, 349-387, 2015
1472015
Electronic human resources management in an e-business environment
S Laumer, A Eckhardt, T Weitzel
Journal of Electronic Commerce Research 11 (4), 240, 2010
1442010
Work routines as an object of resistance during information systems implementations: Theoretical foundation and empirical evidence
S Laumer, C Maier, A Eckhardt, T Weitzel
European Journal of Information Systems 25, 317-343, 2016
1382016
Recruiting Trends 2014 Österreich-Eine empirische Untersuchung mit den 500 größten Unternehmen aus Österreich
T Weitzel, A Eckhardt, S Laumer, C Weinert, A von Stetten, C Maier
87*2014
The impact of business process management and applicant tracking systems on recruiting process performance: an empirical study
S Laumer, C Maier, A Eckhardt
Journal of Business Economics 85, 421-453, 2015
862015
The effect of personality on IT personnel’s job-related attitudes: Establishing a dispositional model of turnover intention across IT job types
A Eckhardt, S Laumer, C Maier, T Weitzel
Journal of Information Technology 31, 48-66, 2016
822016
The transformation of people, processes, and IT in e-recruiting: Insights from an eight-year case study of a German media corporation
A Eckhardt, S Laumer, C Maier, T Weitzel
Employee relations 36 (4), 415-431, 2014
812014
Shadow it
S Haag, A Eckhardt
Business & Information Systems Engineering 59, 469-473, 2017
792017
Online social networks as a source and symbol of stress: An empirical analysis
C Maier, S Laumer, A Eckhardt, T Weitzel
792012
Do as your parents say?—Analyzing IT adoption influencing factors for full and under age applicants
S Laumer, A Eckhardt, N Trunk
Information Systems Frontiers 12, 169-183, 2010
772010
Real-time prediction of user performance based on pupillary assessment via eye tracking
R Buettner, S Sauer, C Maier, A Eckhardt
AIS Transactions on Human-Computer Interaction 10 (1), 26-56, 2018
742018
Tapping into the wealth of employees’ ideas: Design principles for a digital intrapreneurship platform
V Reibenspiess, K Drechsler, A Eckhardt, HT Wagner
Information & Management 59 (3), 103287, 2022
712022
On the untapped value of e-HRM: A literature review
T Wirtky, S Laumer, A Eckhardt, T Weitzel
Communications of the Association for Information Systems 38 (1), 2, 2016
702016
Das System kann den Vorgang jetzt nicht ausführen. Versuchen Sie es später erneut.
Artikel 1–20