Purpose This study aims to identify factors affecting generation Z as the early adopters of mobile commerce (m-commerce). The research seeks to explore their behavioral intention to adopt m-commerce in India with consideration of gender differences while providing empirical validation for the theory of planned behavior (TPB). Design/methodology/approach In this study, a modified TPB model has been used to explain generation Z’s intention to adopt m-commerce. The proposed model was tested using a survey method with a sample of 245 students from a private university in Northern India. Subgroup analysis was performed to find gender differences in the process of adopting m-commerce. Findings All three independent constructs have a positive influence on the behavioral intention of generation Z to adopt m-commerce. Further, the male subgroup has a lower beta value for attitude and higher beta value for subjective norm in comparison to the female subgroup. For perceived behavioral control, no significant difference in beta value across gender could be established. Practical implications A better understanding of generation Z behavioral intentions will be of great use to telecom companies, marketers and electronic commerce companies to formulate strategies to expedite the use of m-commerce. As gender plays an important role in attitude and subjective norms, companies are advised to target their communication tactics in accordance to gender. Originality/value To the best of the authors’ knowledge, this study is one of the first to test TPB and generation Z association in the context of m-commerce adoption in India. Data regarding the difference between the two genders has also shed light on the uniqueness of the context.
Learning outcomes The learning objectives of this case are as follows: identify and understand the major challenges/problems faced by a social enterprise in promoting handicraft business; examine the value chain architecture of handicraft products; assess the role of the protagonist (Sanjay) as a social change agent in shaping a successful social enterprise; assess Sahaj Crafts' initiatives and analyze whether the key intervention/s planned/executed were required for skilling up of rural artisans and upgradation of handicraft business; know the marketing strategies for handicraft products; and understand the “strategies” which need to be applied for uplifting people's lives at the bottom of pyramid in general and for enlivening of artisans’ clusters in particular. The outcomes are as follows: examining the value chain architecture of handicraft product; understanding the difficulties and challenges of structuring a viable social business model; examining the role of Sanjay as a social change agent in shaping a successful social enterprise; and examining the model of Craft Incubation Center and design education proposed by Sahaj Crafts for improving rural artisans’ livelihood and skills upgradation. Case overview/synopsis Sanjay Joshi – the promoter and CEO of “Sahaj Crafts” (a social enterprise established in Western Rajasthan, India), an initiative to strengthen indigenous skills and mainstream rural craft products and artworks – is faced with the question of how to scale up his organization’s operations. Doing so requires that he address these fundamental challenges in terms of – how to deal with unorganized craft communities; match up product orientation to market demands; integrate modern technology / processes in craft business; combat restricted mobility of women artisans; and make effective interventions so that the artisans learn and enjoy working in the current model and solve the financial issues faced by the social enterprise. Providing effective and implementable answers to those questions is vital to Sahaj Craft’s development in attaining its mission to alleviate poverty in the region. Failing to expand operations above a critical scale may leave Sahaj Crafts vulnerable in meeting sufficient demand for contemporary craft products in the mainstream markets. Complexity academic level This case study is primarily suitable for post-graduate level management students to teach the concepts of designing and operationalizing a “social” business model in a social entrepreneurship module. This case study can also be used for highlighting business model innovations in the social sector of emerging markets. The case could be taught in the following academic domains: social entrepreneurship; bottom of the pyramid; social inclusion; supply chain consolidation (vertical integration in a value chain); marketing strategies for handicraft products; branding; brand positioning; cost and management accounting. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 3: Entrepreneurship
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