Perceived resistance, user resistance and managers' performance in the Malaysian port industry

PurposeUsing the extended task‐technology fit (TTF) model, this paper attempts to determine whether task‐technology fit, perceived resistance, user resistance and usage influence managers' performance.Design/methodology/approachThe study was conducted on 150 middle managers from various organisations in Malaysia's port industry.FindingsThe structural equation modelling results reveal that task‐technology fit is significantly related to usage and perceived resistance, and that perceived resistance is a predictor of usage. Usage predicts performance, but not user resistance. There is no relationship between usage and user resistance, and vice versa.Research limitations/implicationsThe study focuses on Malaysia's port industry and concentrates only on the management perspective of intranet usage.Practical implicationsThe results provide insights into how the Malaysian port industry and other organisations of a similar structure could enhance their intranet usage.Originality/valueThis study is one of the first to address intranet usage in the port industry, and introduces two importance factors (i.e. perceived resistance and user resistance) that influence managers' task performance.