Resumen
Under the scenario of contingent authority innovation-decision, organisation managers make the initial decision to adopt an innovation and mandate its use to the employees. Although accelerating adoption by the employees, the ensuing stages of implementation are often problematic partly due to its non-voluntary nature. Utilising an interpretive case study, this research aimed to explore the nature of the mandated adoption and implementation of an Academic Information System (AIS) for academics in an Indonesian University. Gallivan?s (2001b) framework for innovation adoption and implementation was modified and then applied as a lens to investigate the case. The results indicated that the mediating factors (i.e., managerial interventions, subjective norms, and facilitating conditions) played a vital role in reducing the resistance resulting from the authoritarian approach to mandating usage. Based on the findings, contributions were made by extending the existing framework and providing insights for the university executives regarding the pre- and post- implementation managerial interventions.