<span>Organizations promote widely ranging workplace programs and initiatives with the goal of instituting change or maintaining previously adopted change. Often these programs and initiatives are designed to establish global standards through consistent member behavior. Using data from over 400 members of diverse organizations, this study examines several factors that affect program commitment and usage. Drawing upon innovation theory, I focus on the concept of end-user adaptation, or, as used herein, adaptation proximal activities. With regard to this mechanism, I propose and establish the mediating role that personal engagement </span><span>plays in employee propensity to adopt adaptation proximal activities with regard to the program commitment and usage outcomes. Further, several conditions antecedent to personal engagement are identified with a focus on the elements of trust, control, and management behavior. Lastly, the role of risk taking propensity is explored and found to be more complex than originally conceptualized. Taken together the results indicate that characteristics of both the organization member and the workplace environment determine the degree to which workplace programs and initiatives will prove successful.Doctorate of Management ProgramsEnglish</span>
