Search results

In mobile banking (m-banking), knowing and understanding trust-related factors can enable bank managers to design suitable strategies for enhancing its overall uptake. Based on this premise, the present study assesses the relationship of trust in m-banking with technology acceptance and use factors, quality factors, risk factors and a personal factor as well as behavioral outcomes. The study further investigates the moderating influence of Hofstede’s cultural dimensions on these relationships.

The present study synthesizes the outcomes of 63 quantitative studies on trust in m-banking by using the meta-analysis technique.

The study finds a significant relationship of trust in m-banking with technology acceptance and use factors, quality factors, risk factors, a personal factor and behavioral outcomes. Additionally, Hofstede’s cultural dimensions, namely power distance, individualism/collectivism, masculinity/femininity and uncertainty avoidance, significantly moderate the majority of the hypothesized relationships.

By reviewing the extant literature, this study provides a comprehensive framework that explains the antecedents and behavioral outcomes of trust in m-banking and determines how these relationships effectively vary across cultures.

The study helps m-banking service providers to understand how trust in m-banking can be enhanced. The study also shows which factors are more impactful in a particular culture.

This is an original study that contributes to the m-banking marketing literature.

Public Sector Management and Strategy

This case will be useful for courses in information technology (IT) innovation, public–private partnership (PPP) and strategic management. However, the use of the case will differ on the basis of the target audience who could be students of master's course or executive development course. Detailed discussion can be done on co-innovation strategy followed in a public–private partnership and to understand how a PPP can be successful in enterprise solutions. Further, the understanding on how e-procurement and e-tendering solutions work can be gained through this case. This case should be positioned when the discussion for the planning strategy of IT innovation takes place.

SAP was a market leader in enterprise application software and empowered people across the globe to work more efficiently. The e-procurement solution for OILGIAN was managed by SAP LABS India. OILGIAN entrusted SAP with the task to design and implement the e-tendering solution. SAP appointed Ramakrishna Potluri, Lead Consultant, SAP, to manage the design and implementation of the e-tendering module as a part of e-procurement solution for the public sector. The reporting and the security concerns were stated by OILGIAN, and Potluri reassured that his competent team would comply with the needs. The main predicaments that he was going through were that how best he could take the proposition forward. Should he create the innovative solutions in-house or co-create with the customers? Which business models should he follow for this public–private co-innovation to be a predecessor of successful projects?

The case illustrates the following objectives: to discuss the co-innovation strategy followed in a public–private partnership; to understand how a public–private partnership can be successful in enterprise solutions; and to understand how e-procurement and e-tendering solutions work.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.