Chanaka Jayawardhena
Chanaka's current research focuses on Services Marketing. He is particularly interested in understanding how organisations use technology (Internet, mobile technologies for example) in the delivery of services, how consumers evaluate services, and understanding customer relationships with service providers. His work on these topics has been published or is forthcoming in the Industrial Marketing Management, European Journal of Marketing, Journal of Marketing Management, Journal of Business and Industrial Marketing, International Journal of Retailing and Distribution Management, Internet Research, Journal of General Management, and European Business Review among others. His research has been recognized with various prizes and awards, "best paper" awards presented by professional associations such as the UK Academy of Marketing.
Professor Jayawardhena is on the editorial review board of Marketing Intelligence and Planning and Journal of Qualitative Marketing and shortly on Managing Service Quality. In addition he is reviews on an ad-hoc basis for a number of other journals. He also serves on the Academy of Marketing Research Committee.
His teaching interests are in Marketing Management, Consumer Behaviour, Advertising and Marketing Communications. He has been a Member of the Institute of Learning and Teaching since 2005.
Address: Business School
University of Hull
HU^ 7RX
Professor Jayawardhena is on the editorial review board of Marketing Intelligence and Planning and Journal of Qualitative Marketing and shortly on Managing Service Quality. In addition he is reviews on an ad-hoc basis for a number of other journals. He also serves on the Academy of Marketing Research Committee.
His teaching interests are in Marketing Management, Consumer Behaviour, Advertising and Marketing Communications. He has been a Member of the Institute of Learning and Teaching since 2005.
Address: Business School
University of Hull
HU^ 7RX
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Papers by Chanaka Jayawardhena
Recommended Citation
Abubakre, Mumin; Coombs, Crispin; Jayawardhena, Chanaka; and Hunt, Alan, "Learning the Lessons From the Developed World: e-Banking Security in Nigeria" (2010). UK Academy for Information Systems Conference Proceedings 2010. Paper 1.
http://aisel.aisnet.org/ukais2010/1
– The purpose of this study is to address a recent call for additional research on electronic word‐of‐mouth (eWOM). In response to this call, this study draws on the social network paradigm and the uses and gratification theory (UGT) to propose and empirically test a conceptual framework of key drivers of two types of eWOM, namely in‐group and out‐of‐group.
Design/methodology/approach
– The proposed model, which examines the impact of usage motivations on eWOM in‐group and eWOM out‐of‐group, is tested in a sample of 302 internet users in Portugal.
Findings
– Results from the survey show that the different drivers (i.e. mood‐enhancement, escapism, experiential learning and social interaction) vary in terms of their impact on the two different types of eWOM. Surprisingly, while results show a positive relationship between experiential learning and eWOM out‐of‐group, no relationship is found between experiential learning and eWOM in‐group.
Research limitations/implications
– This is the first study investigating the drivers of both eWOM in‐group and eWOM out‐of‐group. Additional research in this area will contribute to the development of a general theory of eWOM.
Practical implications
– By understanding the drivers of different eWOM types, this study provides guidance to marketing managers on how to allocate resources more efficiently in order to achieve the company's strategic objectives.
Originality/value
– No published study has investigated the determinants of these two types of eWOM. This is the first study offering empirical considerations of how the various drivers differentially impact eWOM in‐group and eWOM out‐of‐group.
– 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.
conceptual model grounded on the extended technology acceptance model, and empirically validate it using a sample of 614 IB customers (including those yet to adopt, current users and discontinued users) from China. Perceived value is the most important driver for explaining all categories of customers’ IB-related behaviours. Banks that implement measures that aim to increase the perceived usefulness of IB and enhance the value of IB are likely to be rewarded with
increasing IB adoption amongst its customer base.
Recommended Citation
Abubakre, Mumin; Coombs, Crispin; Jayawardhena, Chanaka; and Hunt, Alan, "Learning the Lessons From the Developed World: e-Banking Security in Nigeria" (2010). UK Academy for Information Systems Conference Proceedings 2010. Paper 1.
http://aisel.aisnet.org/ukais2010/1
– The purpose of this study is to address a recent call for additional research on electronic word‐of‐mouth (eWOM). In response to this call, this study draws on the social network paradigm and the uses and gratification theory (UGT) to propose and empirically test a conceptual framework of key drivers of two types of eWOM, namely in‐group and out‐of‐group.
Design/methodology/approach
– The proposed model, which examines the impact of usage motivations on eWOM in‐group and eWOM out‐of‐group, is tested in a sample of 302 internet users in Portugal.
Findings
– Results from the survey show that the different drivers (i.e. mood‐enhancement, escapism, experiential learning and social interaction) vary in terms of their impact on the two different types of eWOM. Surprisingly, while results show a positive relationship between experiential learning and eWOM out‐of‐group, no relationship is found between experiential learning and eWOM in‐group.
Research limitations/implications
– This is the first study investigating the drivers of both eWOM in‐group and eWOM out‐of‐group. Additional research in this area will contribute to the development of a general theory of eWOM.
Practical implications
– By understanding the drivers of different eWOM types, this study provides guidance to marketing managers on how to allocate resources more efficiently in order to achieve the company's strategic objectives.
Originality/value
– No published study has investigated the determinants of these two types of eWOM. This is the first study offering empirical considerations of how the various drivers differentially impact eWOM in‐group and eWOM out‐of‐group.
– 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.
conceptual model grounded on the extended technology acceptance model, and empirically validate it using a sample of 614 IB customers (including those yet to adopt, current users and discontinued users) from China. Perceived value is the most important driver for explaining all categories of customers’ IB-related behaviours. Banks that implement measures that aim to increase the perceived usefulness of IB and enhance the value of IB are likely to be rewarded with
increasing IB adoption amongst its customer base.