Mobile technology usage and B2B market performance under mandatory adoption

Lee, Thae Min; Park, Cheol

doi:10.1016/j.indmarman.2008.02.008

Cited by 73 publications

(53 citation statements)

References 72 publications

(115 reference statements)

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“…In line with the literature, we can further confirm that PEOU is posi tively related to PU (Lee and Park, 2008), PU is posi tively related to atti tude and intention (Kim and Garrison, 2009), and that attitude is positively related to intention (Zhang et al, 2012). However, the positive relationship between PEOU and attitude was not confirmed.…”

Section: Hypotheses Testingsupporting

confidence: 90%

“…Our study makes an important theoretical contribution to the research on technology acceptance (Davis, 1989;Davis et al, 1989) in general and to mobile technology acceptance literature in particular (Kim et al, 2007;Kim and Garrison, 2009;Lee and Park, 2008;Liang et al, 2007). Specifically we demonstrate that extending the TAM framework with perceived innovativeness, perceived risk, and perceived reachability, could better explain adoption behaviors.…”

Section: Discussionmentioning

confidence: 90%

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Intention to use mobile customer relationship management systems

Karjaluoto

Töllinen

Pirttiniemi

et al. 2014

Industrial Management &Amp; Data Systems

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Purpose – The purpose of this paper is to investigate the behavioral intentions of business-to-business (B2B) sales managers to use mobile customer relationship management (CRM) systems in the course of their day-to-day activities. Design/methodology/approach – An extended Technology Acceptance Model (TAM) of mobile CRM system adoption is developed and tested with data from 105 international sales managers representing five B2B companies. Findings – The study extends the TAM framework with three additional constructs derived from mobile technology and sales force automation literature, namely personal innovativeness in the domain of IT, perceived risk, and perceived reachability. The model demonstrates that personal innovativeness and perceived reachability have significant effects on the TAM framework. Research limitations/implications – The relatively small sample size limits the generalization of the results. Practical implications – Sales managers’ intention to adopt mobile CRM can be explained by the extended TAM framework. Understanding the key factors that influence intention to adopt a mobile CRM system will aid companies in implementing it among their sales force. Companies willing to foster adoption of a mobile CRM system among the sales force could focus on communicating the usefulness of using the system and benefits gained from enhanced reachability. Recruiting sales people with strong personal innovativeness is beneficial. Originality/value – This study responds the calls for studies on mobile platforms and on the use of mobile B2B applications in sales force management. It is among the first attempts to incorporate variables derived from mobile technology acceptance literature among the sales force into the TAM framework, to better explain acceptance of mobile CRM systems.

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Section: Hypotheses Testingsupporting

confidence: 90%

Section: Discussionmentioning

confidence: 90%

Intention to use mobile customer relationship management systems

Karjaluoto

Töllinen

Pirttiniemi

et al. 2014

Industrial Management &Amp; Data Systems

View full text Add to dashboard Cite

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“…Venkatesh et al (2007) provide a summary of the research undertaken in the technology adoption field and encourage further research to leverage existing knowledge. We argue that social media is different from other technologies whose adoption by B2B organizations has already been examined by TAM, such as sales force automation systems (Jones, Sundaram, & Chin, 2002), mobile information technology (Lee & Park, 2008) and CRM software (Avlonits & Panagopoulos, 2005) because a) social media do not demand such a significant initial investment as in the case of other technologies, b) social media platforms are neither owned by companies nor are they within companies' control (Christodoulides, 2009), and c) social media content is usually jointly generated by organizations and external stakeholders such as prospective and existing customers (Singh & Sonnenburg, 2012).…”

Section: The Technology Acceptance Model (Tam)mentioning

confidence: 87%

Determinants of social media adoption by B2B organizations

Siamagka

Christodoulides

Michaelidou

et al. 2015

Industrial Marketing Management

269

217

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This study contributes to the current dearth of knowledge on the potential of social media as a marketing tool in industrial settings, by focusing on factors that determine social media adoption by B2B organizations. A conceptual model, which draws on the technology acceptance model and resource-based theory, is developed and tested using quantitative data from B2B organizations in the UK. Findings suggest that perceived usefulness of social media within B2B organizational contexts is determined by image, perceived ease of use and perceived barriers. Additionally, the results show that adoption of social media is significantly affected by organizational innovativeness and perceived usefulness. The moderating role of organizational innovativeness is also tested but no support is found. The findings of the study are further validated via nine qualitative interviews with B2B senior managers, yielding additional interesting and in-depth insights into the drivers of social media adoption by B2B organizations.

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“…16,[28][29][30] One explanation is that perceived control is positively related to a sense of connectedness, readiness, and accessibility that enhances users' ability to complete tasks and their confidence (i.e., self-efficacy) in reaching goals by using the technology. 30,31 In accordance with the literature reviewed thus far, this study proposes the following hypotheses pertaining to the utilitarian effects of screen size:…”

Section: Technology Acceptance Model (Tam)mentioning

confidence: 99%

Does Screen Size Matter for Smartphones? Utilitarian and Hedonic Effects of Screen Size on Smartphone Adoption

Kim

Sundar

2014

Cyberpsychology, Behavior, and Social Networking

117

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This study explores the psychological effects of screen size on smartphone adoption by proposing an extended Technology Acceptance Model (TAM) that integrates an empirical comparison between large and small screens with perceived control, affective quality, and the original TAM constructs. A structural equation modeling analysis was conducted on data collected from a between-subjects experiment (N = 130) in which users performed a web-based task on a smartphone with either a large (5.3 inches) or a small (3.7 inches) screen. Results show that a large screen, compared to a small screen, is likely to lead to higher smartphone adoption by simultaneously promoting both the utilitarian and hedonic qualities of smartphones, which in turn positively influence perceived ease of use of-and attitude toward-the device respectively. Implications and directions for future research are discussed.

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Mobile technology usage and B2B market performance under mandatory adoption

Cited by 73 publications

References 72 publications

Intention to use mobile customer relationship management systems

Intention to use mobile customer relationship management systems

Determinants of social media adoption by B2B organizations

Does Screen Size Matter for Smartphones? Utilitarian and Hedonic Effects of Screen Size on Smartphone Adoption

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