Changes of organizational usage processes: attitudes, behaviours and consequences

Given the important impact of usage processes and their results on value creation and repurchase decisions, especially in a business-to-business context, it is important to shed more light on the dynamics of usage processes. However, to date, only little is known about how changes of usage processes actually take place and how such changes affect the value-in-use perceptions of members of a business usage centre. To close this gap, this paper analyses actors’ perceived attitudes and behaviours towards changes of usage processes through 20 interviews of business usage centre members using the repertory grid technique and means-end chaining. Six types of actors with respect to changes of organizational usage processes are elicited: Trailblazers, Supporters, Critics, Followers, Rebels and Hinderers. Furthermore, the results reveal how the various types of business usage centre members influence their coworkers’ value-in-use perceptions of and behaviours towards organizational usage processes.