Abstract
Software Process Improvement (SPI) initiatives induce organizational change, by introducing new tools, techniques and work practices. Organizations have to address acceptance issues such as resistance to change, compatibility and fear of adverse consequences. Social psychology literature includes the Technology Acceptance Model (TAM) and the Theory of Planned Behavior (TPB), which study such adoption issues and predict intention to use and actual usage of workplace technology. Some constructs of these models could be applied to software organizations to make it easier for them to counter the initial resistance and to assimilate process improvement into the work culture. To increase applicability of these models to the SPI context, some additional constructs are proposed, by taking into account organizational culture, the impact of changes caused by SPI and the unique characteristics of software developers.
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