If you install it, will they use it? Understanding why hospitality customers take “technological pauses” from self-service technology

Abstract

This study extends the self-service technology (SST) paradigm by revealing a relatively unexplored area; namely the under-utilization of SST systems, within service settings. Focusing on an SST kiosk system installed within one of Macau's most luxurious hotel/casinos, this research shows that regardless of a customer's perceived technology readiness, overall, customers deem many SST options unimportant. The results reveal that the hotel's guests rate the SST option that helps them obtain discounts for entertainment and dining options as highest in importance compared to all the other SST options. Thus, fun emerges as an antecedent to SST usage. A qualitative follow-up study reveals that the customers also shun the hotel's SST system because customers may avoid using SST while on vacation-to engage in a so-called technological pause. This finding is original to the SST paradigm.

Predictors of customer acceptance of and resistance to smart technologies in the retail sector

“…Technology readiness relates to the perceptions, beliefs, and feelings an individual hold with respect to high-tech products and services. Previous research suggests that an individual can at the same time, present both favourable and unfavourable technological beliefs and the balance between these beliefs determines their predisposition to accept or reject a new technology (Rosenbaum & Wong, 2015). Consequently, individuals with a high positive view towards technology are more likely to be receptive towards a new technology, while those with a high negative view are likely to resist acceptance of new technological products and services.…”

“…Second, this study extends the traditional technology acceptance research by developing an integrated model based on TAM, technology readiness, and organisational theory perspectives. While TAM offers a promising theoretical background for investigating SRT, many researchers recommend expanding the theory by considering system characteristics, individual differences, facilitating conditions, consumer traits and organization characteristics as exogenous variables of TAM model (Venkatesh & Bala, 2008;Kwee-Meier, Bützler, & Schlick, 2016, Gelderman, Paul, & Van Diemen, 2011Rosenbaum & Wong, 2015, Purohit & Srivastava, 2001. In response to call for expanding TAM (Kaushik & Rahman, 2015;Stern et al, 2008), this study examines the role of system characteristics (superior functionality, perceived adaptiveness), consumer trait (technology readiness) and organisation characteristic (store reputation), to add to the knowledge on SRT acceptance and resistance.…”

Customer Roles in Self-Service Technology Encounters in a Tourism Context

“…Within the service sector, the tourism industry has enthusiastically embraced SSTs and recognised the active role of customers in the delivery of the core service offering (Rosenbaum & Wong, 2015). Yet, whilst customers' co-creation has been explored in a general service context (see for example Moeller, Ciuchita, Mahr, Odekerken-Schroeder, & Fassnacht, 2013) and in a specific health context (McColl-Kennedy et al, 2012), there is a gap in the literature with regard to customer value co-creation when exposed to SSTs in a tourism context.…”

Exploring the Impact of Innovativeness of Hospitality Service Operation on Customer Satisfaction

“…Studies have focused on the application of technological products in service operations to leverage customer satisfaction (Morrar 2014;Stanko et al 2014;Wuenderlich et al 2015;Kuo et al 2017;Zhang and Hou 2017). Research also discussed how customers accepted technological and digital applications in service operations (Kattara and El-Said 2014;Durst et al 2015;Rosenbaum and Wong 2015). According to Service-Dominant Logic, customers not only experience the product or service but also assessing the process of encountering with the services (Lusch and Nambisan 2015).…”

“…Thus, operational performance for mutual benefits between customers and the operations can be optimised (Lusch and Nambisan 2015). Besides, gaining customer feedback about the clues of innovative clues is important to understand customer perception and evaluation of innovativeness of service operations (Ordanini et al 2014;Rosenbaum and Wong 2015). This paper proposes a conceptual model that explains the impacts of innovative service clues and customer evaluation on the innovativeness of operation, which subsequently lead to behavioural intentions.…”