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International Journal of Information Management The mediating effects of habit on continuance intention A R T I C L E I N F O

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Abstract

How do the behavioral-cognitive-emotional constructs of attitude, satisfaction, and habit drive consumer con-tinuance intention of incumbent mobile technologies? From a survey of 528 consumers, we ran two structural equation models: model #1 is a base model of direct effects of attitudes and satisfaction on continuance intention ; model #2 adds habit as a mediator variable. We show that consumer attitudes are stronger predictors of continuance intention, without mediation effects from habit. Consumer satisfaction only weakly predicts con-tinuance intention and is mediated by habit. While satisfaction is correlated with consumer attitude, and satisfaction is correlated with habit, consumer attitudes seem unrelated to any habits. Attitude seems to be the strongest determinant of continuance intention; second, in the absence of compelling rational data, or given beliefs that competitors are largely undifferentiated, consumers might continue using the same product. Such complex interactions between variables may not be adequately captured in a straightforward variance model, however this study extends research in habit and continuance intention and provides for future research exploring the importance of habit over satisfaction and predominance of consumer attitudes in predicting con-tinuance intention.

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The emergence of an entrepreneurial econmy in the 1970s was the most significant and hopeful event in recent U.S. social and economic history. For Drucker, innovation and entrepreneurship are not a "flash of genius," but purposive tasks that can be organized as systematic, rational work fostered by management. Entrepreneurship is treated not as personality or intuition but behavior, concept, and theory. Entrepreneurship is not high-risk; rather, few so-called entrepreneurs have the method for what they do. The practice of innovation, the practice of entrepreneurship, and entrepreneurial strategies compose innovation and entrepreneurship. Instead of pursuing "bright ideas," entrepreneurs should focus on the seven successful sources for innovative opportunity: (1) unexpected success, failure, or outside event; (2) incongruity between what is and what "ought" to be within an industry or market; (3) innovation based on a process need (supplying the missing link); (4) changes in industry structure or market structure; (5) demographics or population changes; (6) changes in perception, mood, and meaning; and (7) new scientific and non-scientific knowledge (requiring analysis of relevant factors, focus on strategic position, and entrepreneurial management). The practice of innovation is purposeful innovation resulting from analysis, system, and hard work. The principles of purposeful, systematic innovation are: (1) analyze opportunities, (2) be perceptive, (3) be simple and focused, (4) start small, and (5) aim at leadership. Principles of innovation are (1) innovation is work, (2) build on strengths, and (3) innovations have an effect in the economy and society. Entrepreneurs are not "risk-takers" but opportunity focused. The discipline called entrepreneurial management must develop a practical guide for innovation in (1) the existing business (policies to create a climate, practices, measures of innovative performance, and organizational practices), (2) the public-service institution (policies and need to innovate), and (3) the new venture (focus on market, financial foresight, early building of a top management team, role decisions by the founder, and outside advice). Entrepreneurship also requires four strategies, or practices and policies in the marketplace: (1) being "Fustest with the Mostest"; (2) "Hit Them Where They Ain't," or "entrepreneurial judo" (avoid the "not invented here" syndrome, don't "cream" a market, the fallacy of "quality," delusion of the "premium" price, and maximizing instead of optimizing; (3) finding an ecological niche (toll-gate, specialty skill, and specialty market strategies); and (4) changing utility, values, and economic characteristics (creating utility, pricing, adapting to customer's reality, and delivering true value to customer). In conclusion, Drucker argues that an entrepreneurial society is needed in which innovation and entrepreneurship are normal, steady, and continuous. What will not work is planning or over-reliance on high-technology. Social innovation is needed in the areas of redundant workers and abandoning outworn and obsolete social policies and institutions. Also needed are changes in tax and fiscal policies and government regulations, and individuals must undertake continuous learning and relearning. (TNM)
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The objective of this study is to provide insights into how the predictive power for computer-recorded system usage can be improved. Based on 386 responses from actual users of an information system, we examine the predictive power for system usage according to the scales of the predictors used, namely, intention and past use. First, we show that the predictive power of intention can be significantly improved with the choice of an appropriate measure. However, even the desirable intention measure failed to explain two-thirds of the variance in system usage. Second, the results show that past use as measured by computer-recorded log data can significantly enhance our ability to predict system usage. Finally, when both intention and past use are controlled for, the explained variance in system usage is shown to vary widely from 20% to 73%, depending on the predictors' scales. Overall, our findings suggest that an accurate prediction of system usage requires a more rigorous approach than that often applied in information systems research.
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The proliferation of innovative and exciting information technology applications that target individual “professionals” has made the examination or re-examination of existing technology acceptance theories and models in a “professional” setting increasingly important. The current research represents a conceptual replication of several previous model comparison studies. The particular models under investigation are the Technology Acceptance Model (TAM), the Theory of Planned Behavior (TPB), and a decomposed TPB model, potentially adequate in the targeted healthcare professional setting. These models are empirically examined and compared, using the responses to a survey on telemedicine technology acceptance collected from more than 400 physicians practicing in public tertiary hospitals in Hong Kong. Results of the study highlight several plausible limitations of TAM and TPB in explaining or predicting technology acceptance by individual professionals. In addition, findings from the study also suggest that instruments that have been developed and repeatedly tested in previous studies involving end users and business managers in ordinary business settings may not be equally valid in a professional setting. Several implications for technology acceptance/adoption research and technology management practices are discussed.
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A key aim of social psychology is to understand the psychological processes through which independent variables affect dependent variables in the social domain. This objective has given rise to statistical methods for mediation analysis. In mediation analysis, the significance of the relationship between the independent and dependent variables has been integral in theory testing, being used as a basis to determine (1) whether to proceed with analyses of mediation and (2) whether one or several proposed mediator(s) fully or partially accounts for an effect. Synthesizing past research and offering new arguments, we suggest that the collective evidence raises considerable concern that the focus on the significance between the independent and dependent variables, both before and after mediation tests, is unjustified and can impair theory development and testing. To expand theory involving social psychological processes, we argue that attention in mediation analysis should be shifted towards assessing the magnitude and significance of indirect effects.
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This article concerns theories about why and how information technology affects organizational life. Good theory guides research, which, when applied, increases the likelihood that information technology will be employed with desirable consequences for users, organizations, and other interested parties. But what is a good theory? Theories are often evaluated in terms of their content—the specific concepts used and the human values served. This article examines theories in terms of their structures—theorists' assumptions about the nature and direction of causal influence. Three dimensions of causal structure are considered—causal agency, logical structure, and level of analysis. Causal agency refers to beliefs about the nature of causality: whether external forces cause change, whether people act purposefully to accomplish intended objectives, or whether changes emerge unpredictably from the interaction of people and events. Logical structure refers to the temporal aspect of theory—static versus dynamic—and to the logical relationships between the “causes” and the outcomes. Level of analysis refers to the entities about which the theory poses concepts and relationships—individuals, groups, organizations, and society. While there are many possible structures for good theory about the role of information technology in organizational change, only a few of these structures can be seen in current theorizing. Increased awareness of the options, open discussion of their advantages and disadvantages, and explicit characterization of future theoretical statements in terms of the dimensions and categories discussed here should, we believe, promote the development of better theory.
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Given online travel shopping is a relatively new concept and innovative behavior, research addressing the effect of traveler's inherent innovative personality on his/her online shopping behavior has relevance. This study examines how online traveler's decision-making paradigm may vary according to the traveler's personal innovativeness level, by utilizing Fishbein and Ajzen's (1975, Belief, attitude, intention and behavior. Reading, MA: Addison-Wesley) reasoned action theory as a theoretical background. The results indicate that highly innovative travelers are mainly influenced by their positive attitudes when they embrace online shopping; while less innovative travelers rely on both attitude and the referral's opinions to reduce uncertainty inherent in online transactions. One special finding was that for highly innovative travelers, the propensity to shop for travel-related products would decrease with increasing the referent's social influence.
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Today, in addition to traditional mobile services, there are new ones already being used, thanks to the advances in 3G-related technologies. Our work contributed to the emerging body of research by integrating TAM and Diffusion Theory. Based on a sample of 542 Dutch consumers, we found that traditional antecedents of behavioral intention, ease of use and perceived usefulness, can be linked to diffusion-related variables, such as social influence and perceived benefits (flexibility and status).