Contractor performance evaluation enables agents to make informed purchasing decisions, provide feedback to contractors/vendors, and help improve service quality and customer satisfaction. However, both public and private organizations sometimes fail to do so, as is the case at a division of a government organization located in a northeastern U.S. metropolitan area. The purpose of this mixed method case study was to explore the attitudes of employees and managers towards adopting an internet-based contractor scorecard system (CSS) and whether these attitudes could explain resistance to using this system. Theoretical foundation for the study was provided by a combination of the theory of planned behavior and the theory of reasoned action. Data were collected through Davis's extended technology acceptance survey instrument. Nonparametric statistics and proportional methods were used to test if different user groups perceived CSS benefits and ease of use differently. Results indicated no significant differences in these dimensions according to participants' demographic and social background. Social change implications of this research include improved CSS adoption by purchasing agents, better product and service quality by contractors, greater customer satisfaction, increased competition among contractors and vendors, and generally competitive pricing, and organizational efficiencies. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]