Given that the mobile wallet has become a disruptive innovation, especially in the Malaysian hospitality industry, this study investigates the adoption of mobile wallet in the hospitality industry among consumers. Different from the extant literature, this study extends the newly proposed mobile technology acceptance model with self-efficacy theory, critical mass theory, and flow theory to explain the behavioural intention to adopt. A self-administered questionnaire was utilised to collect data from mobile wallet users who have used a mobile wallet while dining out in restaurants and cafes. Other than technology self-efficacy and perceived critical mass, mobile usefulness, mobile ease of use, mobile self-efficacy, and perceived enjoyment were discovered to have a positive and significant association with the behavioural intention to adopt mobile wallet in the hospitality industry. The findings also suggested there were interrelationships between the constructs employed. Overall, the extended model was able to explain 61% of the variance in behavioural intention to adopt mobile wallet.

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PurposeThis paper explores the reasons behind the slow uptake of mobile payment (m-payment) from a switching intention (SI) perspective. The antecedents of SI from cash to m-payment were explored using an integrated conceptual model of the push-pull-mooring (PPM) framework and the status quo bias (SQB) perspective.Design/methodology/approachA self-administered survey was used to collect data, which are empirically tested using SmartPLS 3.0.FindingsThe push factor was found to have an insignificant effect on SI to m-payment whereas the pull factor was significant. Furthermore, the results revealed that the two mooring variables have contrasting results as trust is not a significant determinant of SI to m-payment while perceived security and privacy (PSP) is. Additionally, all SQB-related relationships were found to be statistically significantOriginality/valueThis study determined the factors that play vital roles in the consumers' decision-making to transition from cash to m-payment. This was done via a uniquely developed conceptual model that incorporated the PPM framework with the SQB perspective.

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