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This research leverages an integrated framework that uses the technology acceptance model (TAM) and the theory of planned behaviour (TPB) to analyse the main drivers of users' intention to use food delivery apps. The purpose of this paper is to investigate the consumer's willingness to adopt online food delivery (OFD) using the models' constructs and extend them to consider food choices, convenience, trust and the effect of the perceived risks related to the coronavirus disease 2019 (COVID-19) pandemic as contextual factors.

The study adopts the partial least squares approach to structural equation modelling (PLS-SEM) to examine the data. The final sample consists of 425 people in Italy.

The authors have found that combining the TAM and the TPB provides a valid and significant model that can be used to understand OFD users' behavioural intentions. Moreover, the results show that subjective norms have a stronger effect on behavioural intentions than the personal attitude and that trustworthiness and the perception of risks related to COVID-19 have different effects. Accordingly, the authors derive several theoretical and managerial implications from these results.

This research contributes to the current debate on consumer behaviour in the OFD context. Only a few studies have integrated the TAM and TPB models in this context. This paper sheds light on the factors useful in predicting people's choice to buy food via OFD. Furthermore, it highlights the key role of some contextual factors and subjective norms over more technical ones.

The objective of this paper is to explain the conceptual framework of paradox.

The paper adopts a theoretical approach. It outlines marketing's current and limited interest in the notion of paradox and highlights the difference between a classic paradox, the tension between transactional and relational marketing, and the Contemporary Marketing Practice (CMP) research program.

A future research agenda for paradox and marketing is speculated on, addressing issues such as likely domains for exploration, methodology, as well as the type of organizational structures and marketing leadership required. Finally, there is reflection on how paradox engineers a strong bridge between theory and practice.

The paper reveals useful information on paradox and marketing.

Marketing practice varies among firms. However, the prescriptive literature emphasises a universal view of practice, a “one‐size‐fits‐all” view. This paper addresses the issue of explaining diversity in competitive space and over time. Diversity in competitive space reflects the existence of different routes to high performance. Diversity over time reflects some combination of change in the individual firm and change in a population of firms. In the former case, diversity is shaped by organisational change; in the latter by the disbandment and founding of firms in the population. Miles and Snow’s typology is taken as a main point of departure in the search for explanation, and ecological and evolutionary concepts are also drawn upon. The paper starts by examining the discussion of diversity in the literature of strategic management and organisation theory, and then finds evidence of an emerging interest in diversity in the domain of marketing. Based on a number of cross‐sectional and longitudinal case studies, it proceeds to explore diversity in company marketing practice. How such variety evolves at industry level is then addressed. Finally, a view of industries as business systems with complex adaptive mechanisms, enabling both evolutionary and revolutionary changes in marketing practice, is offered.

States that a Messianic view of eschatology is one that directs its hopes to a salvatory or vindicating figure, event or philosophy. In applying the eschatology metaphor to marketing, makes the case that, despite apocalyptic forebodings about its shortcomings, marketing’s salvatory prospects are much improved by the adoption of some new concepts and practices. Suggests that it is now productive to add a strongly process‐based view of marketing to more traditional perspectives. Comprehending marketing in terms of four core processes ‐ a marketing strategy process, a marketing management process, an order generation, fulfilment and service process, and a new product development process ‐ facilitates a redemptive reconceptualization of marketing activity.