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The purpose of this paper is to investigate the factors that influence business students’ adoption of e-learning systems by merging innovation diffusion theory (IDT) and the teaching for professional competence model (TPCM).

Snowball sampling was used to conduct the survey. In addition, 217 responses were obtained from students at private educational institutions. Similarly, literature on the determinants of e-learning adoption, TPCM, and IDT were reviewed to contribute to the factors that are instrumental in determining e-learning systems adoption.

The findings of the study show that e-learning systems adoption is influenced by factors such as online collaborative learning (OCL) and technology self-efficacy. Above all, the OCL variable was found to be influential in determining students’ adoption of e-learning systems platforms. On the contrary, perceived attributes such as perceived compatibility and perceived relative advantage were found not to be significant determinants of e-learning systems adoption.

This study contributed not only to the theoretical extensions but also to practical implications, which would benefit the policymakers of higher education providers in terms of e-learning system adoption in the country.

IDT and TPCM models are evaluated alongside additional variables, namely, OCL and technology self-efficacy. As a result, this paper will serve as a useful reference guide for academicians, higher education administrators, and future researchers.

This paper aims to examine Frederick W. Taylor’s role in institutionalising scientific management through the lens of institutional entrepreneurship. By analysing Taylor’s efforts in disrupting existing management norms and introducing new practices, this study provides insights into how his actions catalysed institutional change and the broader implications for management practices.

This research uses a socio-historical narrative analysis integrating historical research and the Institutional Entrepreneurship framework to explore Taylor’s role as an institutional entrepreneur, focusing on how he challenged and transformed the dominant management practices of his time.

This study reveals that Taylor successfully acted as an institutional entrepreneur by leveraging his social status and navigating field-level conditions like technological disruptions and labour demands. He strategically gathered allies, mobilised resources and overcame opposition from other stakeholders to legitimise scientific management. His actions also transformed work environments, including increasing the female workforce and mechanising clerical operations.

This paper opens avenues for further research into the role of institutional entrepreneurs in management history and the broader implications of their actions. It calls for more studies on the intersection of agency and institutional structures in shaping organisational practices.

Understanding Taylor’s role as an institutional entrepreneur provides modern managers with insights into how innovative management practices can be successfully implemented in the face of resistance.

This research provides a unique perspective on scientific management by integrating historical research with the Institutional Entrepreneurship framework, which has been largely underused in studies of Taylor’s work. It offers a fresh analysis of Taylor’s influence on management practices and highlights his role in institutionalising divergent change.