Internet banking adoption strategies for a developing country: the case of Thailand
By Bussakorn Jaruwachirathanakul, Dieter Fink. Internet Research, 2005
401 citations recorded by the source corpus.
Subfields: Information Systems and Management, Management Information Systems, Sociology and Political Science
View Paper: https://www.semanticscholar.org/paper/3d6c1568fc0576c1733e32dcb76326272f1d1402
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Information Systems and Management
- Ali Abdallah Alalwan
- Nripendra P. Rana
- Yogesh Kumar Dwivedi
- Michael D. Williams
- Pushp P. Patil
- Abdullah Mohammed Baabdullah
- Hatice Kizgin
- Raed Salah Algharabat
In Management Information Systems
- Nripendra P. Rana
- Tiago Oliveira
- Banita Lal
- Yogesh Kumar Dwivedi
- Alain Yee-Loong Chong
- Michael D. Williams
- Ali Abdallah Alalwan
- Ales Popovic
In Sociology and Political Science
- Ali Abdallah Alalwan
- Nripendra P. Rana
- Yogesh Kumar Dwivedi
- Michael D. Williams
- Pushp P. Patil
- Keng-Boon Ooi
- Abdullah Mohammed Baabdullah
- Raed Salah Algharabat
Citations in the corpus
- User Intentions to Adopt Mobile Payment Services: A Study of Early Adopters in Thailand (2015, background): “Jaruwachirathanakul and Fink (2005) employed subjective norm as a cultural factor, and suggested this construct could be used to assess adoption of new technology in cultures that have a high power distance index.”
- Online banking adoption: an empirical analysis (2010, methodology): “Jaruwachirathanakul and Fink (2005) conducted a study on Thailand, which like Vietnam, is a country in Southeast Asia as well as being a fast growing developing nation, also found that perceived usefulness is able to encourage the adoption of online banking among Thai consumers.”
- Factors influencing adoption of mobile banking by Jordanian bank customers: Extending UTAUT2 with trust (2017, background): “…experimental accounts rather than using their own accounts could create a positive experience and let customers actually experience how much they will benefit by using these valuable, useful and easier applications (Dwivedi and Irani, 2009; Ho and Ko, 2008; Jaruwachirathanakul and Fink, 2005).”
- Understanding the Internet banking adoption: A unified theory of acceptance and use of technology and perceived risk application (2014, background): “…Internet banking platforms' performance and Internet banking platforms' ease of use are two other factors that affect intention, institutions need to promote clarification workshops, to teach people to use the platform and explain the main benefits of Internet banking (Bussakorn & Dieter, 2005).”
- Examining factors influencing Jordanian customers’ intentions and adoption of internet banking: Extending UTAUT2 with risk (2018, background): “Furthermore, prior literature in the SST has strongly supported customer intention as a decisive driver of the actual usage behaviour of SST (e.g. Jaruwachirathanakul and Fink, 2005; Martins et al., 2014; Shih and Fang, 2004; Wang and Shih, 2009).”
- Consumer adoption of Internet banking in Jordan: Examining the role of hedonic motivation, habit, self-efficacy and trust (2015, background): “Furthermore, prior literature in the IB has strongly supported BI as a decisive driver of the actual usage behaviour of IB (e.g. Jaruwachirathanakul and Fink, 2005; Martins et al., 2014; Shih and Fang, 2004).”
- Consumer use of mobile banking (M-Banking) in Saudi Arabia: Towards an integrated model (2019, background): “…essential in increasing the usage as the users of M-Banking are customers of these three providers and, accordingly, if there is low and weak support of users, a higher turnover from the provided service would occur, and one or more of the providers would lose (Jaruwachirathanakul and Fink, 2005).”
- Consumer adoption of mobile banking in Jordan: Examining the role of usefulness, ease of use, perceived risk and self-efficacy (2016, background): “…their endeavour to motivate their customers to use MB. Practically, expanding the range of financial services provided by the MB and maintaining the permanency of their performance efficiently and effectively, 24/7 will support the role of PU (Jaruwachirathanakul and Fink, 2005; Zhou et al., 2010).”