When management mandates the use of a particular technology, that decision may be met with resistance. Potential resistance may be mitigated by both understanding the process of change (e.g., Cotter, 1996; Lewin, 1951) as well as better managing changes through tactics such as enlisting support from top management, gaining greater stakeholder involvement, and establishing stern consequences for non-compliance. Despite these efforts, wholehearted acceptance of a mandated technology by management may never be realized. The objective of this research-in-progress is to examine whether mandates evolve over time and posit the factors that influence mandates as a way to identify additional means to address potential resistance. Evidence of possible influences is identified through interview results from Thailand and plans for future research are discussed.