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     2026:5/3

International Journal of Management and Organizational Research

ISSN: (Print) | 2583-6641 (Online) | Impact Factor: 8.56 | Open Access

Digital Technology Acceptance in Work Performance of Employees in the Provincial Electricity Authority: A Case Study in Thailand

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Abstract

This study aimed to: (1) examine the level of digital technology acceptance in the workplace among employees and staff in the logistics and corporate services sector of the Provincial Electricity Authority (PEA); (2) investigate the level of digital technology acceptance across personal demographic variables; and (3) analyze the influence of digital technology characteristics on the acceptance of digital technology in the workplace among employees and staff in the logistics and corporate services sector of the PEA. The sample consisted of 200 employees selected using the Krejcie and Morgan sampling table. Data were collected using a questionnaire. Descriptive statistics, including frequency, percentage, mean, and standard deviation, were used to describe the data, while inferential statistics, including t-test, one-way ANOVA, and regression analysis, were employed to test the hypotheses. The findings indicated that the overall level of digital technology acceptance among employees and staff in the logistics and corporate services sector of the PEA was at the highest level. Significant differences were found in digital technology acceptance based on age, marital status, educational attainment, job position, monthly income, and participation in training programs, at the 0.05 level of significance. Furthermore, the characteristics of digital technology were found to have a statistically significant influence on the acceptance of digital technology in the workplace at the 0.05 level. 

How to Cite This Article

Suppakarn Utapala, Chonlakan Benjasak, Somnuk Aujirapongpan (2025). Digital Technology Acceptance in Work Performance of Employees in the Provincial Electricity Authority: A Case Study in Thailand . International Journal of Management and Organizational Research (IJMOR), 4(3), 139-146 .

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