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It has been argued that behavioural models of technology acceptance do not serve equally across cultures. This study aims to extend technology acceptance model (TAM) to suit in a developing country context. The model attempts to identify the relationship between social norms, management support and moderating factors voluntariness and experience.

The study used a quantitative methodology to investigate the correlational paths. A cross‐sectional survey was completed by 504 academics working in higher educational institutes of Pakistan. The data were analysed using structural equation modelling (SEM) based on partial least squares (PLS) methods.

The extended model achieved acceptable fit and most of the hypothesised paths were significant. Determinant perceived usefulness was an important construct of the internet acceptance, i.e. R²=34 per cent more than behavioural intention. Moderator experience diminished the impact of usefulness on behaviour usage.

The findings suggest that expecting acceptance behaviour from individuals on the basis of only TAM's constructs is not enough for introducing new IT technologies. The study reveals that an individual's perceptions are formed/changed through attitudinal and social beliefs, along with management support and usage experience.

The study is useful in non‐western cultural contexts. Specifically, in contrast to previous studies, diversity of individuals' acceptance behaviour is examined within a single south‐Asian country's context.

The purpose of this paper is to develop an extended model of technology acceptance to include behavioural beliefs (perceived usefulness and perceived ease of use), subjective norms, management support (at institutional and governmental levels) to examine the academics’ internet acceptance behaviour within the Pakistan and Turkish context. In addition to this, impact of cultural dimension individualism-collectivism (IC) is also examined on the basis of moderator construct.

Data were collected from 380 academics’ using a cross-sectional survey. Data were analysed using structural equation modelling (partial least squares) in conjunction with multiple group analysis.

The results revealed that proposed model achieved acceptable fit with the data (i.e. R2=39 per cent in intention) and most of the hypothesised relationships were supported. The results also revealed that culture showed a moderating effect on hypothetical relationships. Specifically, the effects of management support were stronger for the respondents having high on collectivist society (i.e. Pakistan).

The study is useful in non-western cultural contexts. Specifically, in contrast to previous studies, diversity of individuals’ acceptance behaviour is examined in Turkey and Pakistan. Additionally, this study had examined moderating impact of cultural dimension (i.e. IC) over academic’s behavioural intention to accept the internet technology.

The empirical research examined the effect of intrinsic motivation (IM) and employees’ performance appraisal satisfaction (PAS) on performance outcomes (POs) viz., organisational commitment (OC) and turnover intention (TI). The existence of significant differences among variables under study due to different demographic factors was also tested. A questionnaire survey approach was used as a method of heterogeneous data collection involving 302 employees from 3 select service sector organisations (SSOs). To test the hypothesised relationships, results were interpreted based on mean values, standard deviation (SD), percentage, correlation analysis, regression analysis, and one-way ANOVA tests which are the accepted tools and are appropriate to interpret the data in a study of this kind. Empirical evidence supported the direct relationships of IM and PAS with OC and TI. The findings also indicated that IM and PAS are more than the normal in most of the cases across the demographic groups. Significant differences were observed on perceptions of PAS and OC due to gender, years of service, and level or current position of employees. Further research studies are needed to establish the predictors of IM, PAS, and POs in different organisational contexts. Several important practical and research implications of the research results are discussed in this chapter.

The purpose of this paper is to investigate new emerging organizational parameters and their roles in successful change implementation. These organizational parameters are rarely investigated especially in the context of organizational change (OC) in private and public sector organizations.

In cumulative, 403 valid responses have been obtained randomly from public sector workers by using self-administered questionnaires.

The results reveal that knowledge sharing regarding incremental and radical changes can helpful for effective OC implementation. Findings highlight the significant role of emotional and social intelligence in managing resistance and bringing openness to change in these organizations. It is also found that social media has become an important emerging organizational parameter to foster effective communication and knowledge sharing during OC implementation. Apart from the direct effects, readiness to change has multiple effects coupled with emerging organizational parameters to implement change successfully.

The results of the current study offer diversified implications for theory, practice and global society. The theoretical base is taken from the well-known theories of management (i.e. Lewin’s three-step model, field theory, intelligence theory, cost-effective theory, social exchange theory, social network theory and social penetration theory). Emerging organizational parameters that have a potential impact on effective change implementation are identified. The findings suggest that global organizations should have to initiate effective networking structure using social media applications and social intelligence skills to remain connected and get positive responses about change formulation and implementation decision.

A majority of studies have presented the research model on OC implementation in the context of developed countries, which form 30 percent of the world’s population, mostly the Americas and Europe. It is observed that a developing country, such as Pakistan, has a culture that is based on power distance, collectivism and more political influence as compared to developed countries. Triandis et al. (1980) argued that any theoretical contribution without considering the cultural aspect can lead to bias findings. There is limited research available in the world that is conducted to examine the interactive effects of readiness to change on the relationship between effective change implementation, knowledge sharing, intelligence and social media. These findings are useful to plan and execute OC using new emerging organizational parameters.

Organizations are keenly interested to find out the causes of work disengagement that are harmful to achieve desired level of performance. Antecedents and levels of work disengagement vary across organizations and sectors due to differences in organizational culture. Therefore, the purpose of this paper is to determine the antecedents of work disengagement in the public sector organizations.

The research data were obtained from 303 employees of the public sector organizations using the self-administered questionnaires and cluster sampling technique. The research model proposed in this study has been examined by using the regression analysis and Hayes’s (2013) guidelines for moderation.

It is found that work disengagement increases because of managers’ personal preferences, unfairness, above the rule practices, negative political influence, work overload, and a lack of accountability in the workplace. The results reveal a positive association among organizational injustice, organizational politics, work overload, and work disengagement. Moreover, it is also found that organizational injustice is a strongest predictor of work disengagement. Bureaucratic culture of the public sector organizations has a strong strengthening effect on above-stated relationships.

The study has identified various practical implications related to top management, employees, union, and researchers. The study provides new avenues for senior managers of the services sector to eradicate the levels of work disengagement by improving fairness and perception of organizational politics in the workplace.

There is rare literature that investigates the link between work disengagement and organizational injustice, organizational politics, and work overload especially in the presence of interactive effects of a bureaucratic culture. Most of the studies on employee disengagement did not use the unbiased and significant sample size so their results cannot be generalized to larger population. Therefore, the current study has aimed to overcome the shortcomings of previous studies and brings a novel conceptual model on work disengagement.

This study aims to evaluate the usability of Google Drive (GD) in addition to measuring the effectiveness of GD and the challenges faced while using this cloud storage application among public library users of Lahore.

The study adopted a sequential explanatory mixed method design comprising the quantitative (QUAN) and qualitative (QUAL) parts. For the QUAN phase, a questionnaire survey was conducted among 384 users of public libraries through purposive sampling. For the QUAL phase, the think aloud technique was performed on several tasks during experiments and verbalized their thoughts and experiences while interacting with the system. The cloud usability model (CUM) was used to measure the “usability” of GD.

Findings indicated that most users were satisfied with GD's obvious features and inherent functions. QUAL results indicated that respondents did most tasks easily, whereas only some could complete the task.

The study is valuable as it is the first time used CUM to measure the perceived usability of GD. Second, the study used a mixed method study to get insights into perceived usability, effectiveness and challenges while using GD. The findings might be helpful for cloud support teams, including GD, as they can enhance certain features of usability, which lead to increased usage among users.

This research work is based on MPhil thesis.

This study aims to explore differences in the usability of the Google Drive application based on demographic characteristics, computer skills and use frequency of Google Drive among public library users of Lahore.

The study adopted a quantitative approach and survey-based research method to achieve the study's objectives. The cloud usability model (user perspective) has been used as a theoretical lens to guide the study objectives. It comprises five dimensions of usability – capable, personal, reliable, valuable and secure.

The findings of the study revealed that the usability of Google Drive varied statistically significantly on the basis of depending on the respondents gender, age, academic qualification, computer skills and Google Drive use frequency.

It is a valuable study since it and adds knowledge to existing literature and has implications for practice.

The findings might be helpful for cloud support teams including Google Drive as they can notice the demographic and other differences among users' perceived usability of Google Drive and can enhance certain features of usability which leads attributes to increase its usage among users.