Version-1 (Jul-Aug-2012)
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Abstract: Middle age is a period between young adulthood and old age. Psychologists have defined specific characteristics for this group of adults who are in the making of their own person. Unlike the EPIC generation (Fadul, 2010), it is generally agreed that the middle aged people are poor in technology adaptation. Innovation resistance therefore can place them in a disadvantageous position in the society. The phenomenal technology boom in India in the last two decades have initiated internet and online banking and banks started offering clientele services in a more competitive way. How far the middle aged adults have adopted this technology and live in tune with the modern trends is an unexplored area. Do all the middle aged consumers have adopted themselves to internet banking and the associated new technology; what are the reasons for utilizing net-banking and also innovation resistance - are the main focus of this study. The subjects of this exploratory study are middle aged adults (aged 40 to 60) from Pollachi region in Tamil Nadu. Convenient sampling was used to collect data. The data was analyzed using Innovation Resistance theory (Ram & Sheth, 1989) and the Technology Acceptance Model (Venkatesh & Davis, 2000) to identify online banking behavior.
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[2] Corey, G. (1986). I never knew I had a choice (3rd ed.) NY: Brooks/Cole Publishing Company
[3] Fadul, J. (2010). The EPIC Generation: Experiential, Participative, Image-Driven, Connected. Manila: Lulu Press
[4] Gardener, E. P., Molyneux, Moore, &. Winters. (1999). The Impact of the Single Market Programme on EU Banking. Boston: Kluwer Academic Press
[5] Janetius, S. T. (2012). Abyssinia in the new millennium – Culture and Higher Education in Ethiopia. Thrissur: Mishil & Js Publishers (in press)
[6] Levinson, D. (1978). The seasons of a man's life. New York: Knopf
[7] Ram, S. & Sheth, J. N. (1989). Consumer resistance to innovations: the marketing problem and its solutions. The Journal of Consumer Marketing, 6 (2), 5-14
[8] Venkatesh, V. & Davis, F. D. (2000), "A theoretical extension of the technology acceptance model: Four longitudinal field studies", Management Science 46(2): 186-204
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Abstarct : This research paper tries to explore and describe consumer's attitude and perception towards the visual elements in social advertising campaign. The literature review concentrates on key areas of consumer behaviour, the role of perception in communication and the role of different image contents and elements in social advertising. We have used semi structured questionnaire and two focus-groups to obtain and analyse the feedback and observations of people regarding visual advertisements. Following from these are the results and discussion that focus on four key areas: perception towards social advertising; attention and interest; congruence; and authorial intent and reader response. Results indicate that perception towards image of social advertisements differed quite significantly between the male and the female respondents. Congruence was found to be highly subjective, and although the respondents showed great approval of an advertisement As a result of contrasting shock element and sexual element in social advertisement. The researcher came to the conclusion that these elements are the most effective in capturing attention and interest. The study concludes with a discussion of the main implications of the research and with forwarding of suggestions for further research.
Keywords: Social Advertising, Visual elements, Consumer Behaviour.
Keywords: Social Advertising, Visual elements, Consumer Behaviour.
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[2] Kotler, P., 2005. Social marketing in the 21st century. Thousand Oaks, CA: Sage Publications.
[3] Kotler, P., and Armstrong, G., 1989. Principles of Marketing. 4th ed. Englewood Cliffs, NJ: Prentice Hall.
[4] LUTZ, R.J., 1985. Affective and Cognitive Antecedents of Attitude towards the Ad: A Conceptual Framework. Psychological Processes and Advertising Effects: Theory, Research and Applications, Linda Allowed and Andrew Mitchell, eds, Hillsdale, NJ.
[5] Kotler, P., and Zaltman, G., 1971. Social Marketing: An Approach to Planned Social Change. Journal of Marketing, 35 (July), pp. 3-12.
[6] PERLOFF, R.M., 2003. The Dynamics of Persuasion: Communication and attitudes in the 21st Century (2e druk), Mahwah: Erlbaum.
[7] Barry, A. M., 1997. Visual Intelligence: Perception, Image, and Manipulation in Visual Communication. Albany:State University of New York.
[8] Barry, A. M., 2005. Perception Theory (Chapter 3). In Moriarty Smith, Barbatsis, Kennely, ed(s), Handbook of Visual Communication (Mahwah, NJ:Lawrence Earlbaum, Associates.
[9] PHILLIPS, B.J., and McQUARRIE, E.F., 2002. The Development, Change, and Transformation of Rhetorical Style in Magazine Advertisements 1954-1999. Journal of Advertising, 31(4), pp. 1-13.
[10] Schroeder, J. E., 2002. Visual Consumption. New York, NY:Routledge.
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Abstract: E-business technologies have significantly affected business processes of companies. As a result, it is critical for organizations to have an effective and efficient e-business performance, particularly, for small and medium sized enterprises due to their lack of financial and human resources. The purpose of this paper is to study the factors influencing the performance of e-business in Malaysian small and medium sized enterprises. Quantitative method was used for this study and data were collected through survey questionnaire from managers working in SMEs performing in Malaysia. E-communication, e-intelligence, e-collaboration, knowledge sharing, IT employee, and External IT are the examined factors. All six hypotheses were supported by results of the study. Knowledge and expertise of IT employees and external IT were reported to be the most influential aspects on the performance of e-business in SMEs. Theories used in this study include resource-based view, knowledge-based theory, and competence-based theory.
Keywords: e-business capabilities, e-business performance, knowledge sharing, IT outsourcing, SME.
Keywords: e-business capabilities, e-business performance, knowledge sharing, IT outsourcing, SME.
[1] Lin Hsiu-Fen, Lee Gwo-Guang (2005), Impact of organizational learning and knowledge management factors on e-business adoption, Management Decision, Vol. 43 No. 2, pp. 171-188.
[2] Tapp, A. and Hughes, T. (2004), New technology and the changing role of marketing, Marketing Intelligence & Planning, Vol. 22 No. 3, pp. 284-96.
[3] Unda F. Edelman, Candida G. Brush, and Tatiana S. (2002), The impact of human and organizational resources, Journal of small business and enterprise development, Vol. 20, pp. 236-244.
[4] Ye M. and Jiang Y. (2008), Analyzing the Impact of Organizational Factors on Performance of E-business, IEEE.
[5] Rockart, J. and Scott Morton, M.S. (1984), Implications of changes in information technology for corporate strategy, Interfaces, Vol. 14, pp. 84-95.
[6] Raymond, L., Bergeron, F., (2008), Enabling the business strategy of SMEs through e-business capabilities: A strategic alignment perspective, Industrial Management & Data Systems, Vol. 108 No. 5, pp. 577-595.
[7] Barney, J. (1991), Firm resources and sustained competitive advantage, Journal of Management, Vol. 17 No.1, pp. 99-120.
[8] Teece, D., Pisano, G. and Shuen, A. (1997), Dynamic capabilities and strategic management, Strategic Management Journal, Vol. 18 No. 7, pp. 509-33.
[9] Bharadwaj, A.S. (2000), A resource-based perspective on information technology capability and firm performance: an empirical investigation, MIS Quarterly, Vol. 24 No. 1, pp. 169-96.
[10] Turban, E., Lee, J., King, D. and Chung, H.M. (2000), Electronic commerce: A Managerial perspective, Printice-hall, Upper Saddle River, NJ.
[2] Tapp, A. and Hughes, T. (2004), New technology and the changing role of marketing, Marketing Intelligence & Planning, Vol. 22 No. 3, pp. 284-96.
[3] Unda F. Edelman, Candida G. Brush, and Tatiana S. (2002), The impact of human and organizational resources, Journal of small business and enterprise development, Vol. 20, pp. 236-244.
[4] Ye M. and Jiang Y. (2008), Analyzing the Impact of Organizational Factors on Performance of E-business, IEEE.
[5] Rockart, J. and Scott Morton, M.S. (1984), Implications of changes in information technology for corporate strategy, Interfaces, Vol. 14, pp. 84-95.
[6] Raymond, L., Bergeron, F., (2008), Enabling the business strategy of SMEs through e-business capabilities: A strategic alignment perspective, Industrial Management & Data Systems, Vol. 108 No. 5, pp. 577-595.
[7] Barney, J. (1991), Firm resources and sustained competitive advantage, Journal of Management, Vol. 17 No.1, pp. 99-120.
[8] Teece, D., Pisano, G. and Shuen, A. (1997), Dynamic capabilities and strategic management, Strategic Management Journal, Vol. 18 No. 7, pp. 509-33.
[9] Bharadwaj, A.S. (2000), A resource-based perspective on information technology capability and firm performance: an empirical investigation, MIS Quarterly, Vol. 24 No. 1, pp. 169-96.
[10] Turban, E., Lee, J., King, D. and Chung, H.M. (2000), Electronic commerce: A Managerial perspective, Printice-hall, Upper Saddle River, NJ.
