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Consumer Adoption of Self-Service Technologies in the Context of the Jordanian Banking Industry: Examining the Moderating Role of Channel Types
Baabdullah, A.M. Rana, Nripendra P. Alalwan, A.A. Islam, R. Patil, P. Dwivedi, Y.K.
Baabdullah, A.M.
Rana, Nripendra P.
Alalwan, A.A.
Islam, R.
Patil, P.
Dwivedi, Y.K.
Publication Date
2019
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© 2019 Taylor & Francis. The Version of Record of this manuscript has been published and is available in Information Systems Management 2019 http://www.tandfonline.com/https://doi.org/10.1080/10580530.2019.1651107.
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Yes
Open Access status
openAccess
Accepted for publication
10/11/2018
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Department
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Abstract
This study aimed to examine the key factors predicting Jordanian consumers’ intentions and
usage of three types of self-service banking technologies. This study also sought to test if the
impacts of these main predictors could be moderated by channel type. This study proposed a
conceptual model by integrating factors from the unified theory of acceptance and use of
technology (UTAUT), along with perceived risk. The required data were collected from a
convenience sample of Jordanian banking customers using a survey questionnaire. The
statistical results strongly support the significant influence of performance expectancy, social
influence, and perceived risk on customer intentions for the three types of SSTs examined. The
results of the X2 differences test also indicate that there are significant differences in the
influence of the main predictors due to the moderating effect of channel type. One of the key
contributions of this study is that three types of SSTs were tested in a single study, which had
not been done before, leading to the identification of the factors common to all three types, as
well as the salient factors unique to each type.
Version
Accepted manuscript
Citation
Baabdullah AM, Rana NP, Alalwan AA et al (2019) Consumer Adoption of Self-Service Technologies in the Context of the Jordanian Banking Industry: Examining the Moderating Role of Channel Types. Information Systems Management. 36(4): 286-305.
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Article