Keng-Boon Ooi

Bio: Keng-Boon Ooi is an academic researcher from Chang Jung Christian University. The author has contributed to research in topics: Total quality management & Mobile payment. The author has an hindex of 59, co-authored 155 publications receiving 9398 citations. Previous affiliations of Keng-Boon Ooi include Multimedia University & Universiti Tunku Abdul Rahman.

What drives Malaysian m‐commerce adoption? An empirical analysis

Abstract: – This study aims to empirically examine the factors that affect the consumer intention to use (IU) mobile commerce (m‐commerce) in Malaysia. The five factors examined in this study are perceived usefulness (PU), perceived ease‐of‐use (PEOU), social influence (SI), perceived cost and trust., – The study sample consists of 222 respondents with a response rate of 84.09 per cent. Data were analyzed by employing correlation and multiple regression analysis., – The findings revealed that PU, SI, perceived financial cost and trust are positively associated with consumer IU m‐commerce in Malaysia. In addition, PEOU and trust were found to have an insignificant effect on consumer IU m‐commerce in Malaysia., – The generalizability of the findings is limited as the study focuses only on Malaysia., – Based on the findings, companies involved in m‐commerce should focus on improving the usefulness of the system, trust (i.e. security and privacy protection) and reducing the cost of m‐commerce services to improve the adoption of m‐commerce., – The findings made a contribution in terms of allowing us to understand the factors that can contribute to the adoption of mobile commerce. This study successfully extend the TAM model in the context of mobile commerce by incorporating one trust‐based construct (trust), one behavioural control construct (perceived financial cost) and one subjective norm construct (SI). This extended TAM model provides a greater understanding of user acceptance of mobile commerce in Malaysia.

Predicting consumer decisions to adopt mobile commerce

Abstract: Advancements in wireless communications have increased the number of people using mobile devices, and have accelerated the growth of mobile commerce (m-commerce). This study aims to investigate the factors that predict consumer intention to adopt m-commerce in Malaysia and China. The work extends the traditional technology acceptance model (TAM) and diffusion of innovation (DOI) model, and includes additional variables such as trust, cost, social influence, variety of services, and control variables such as age, educational level, and gender of consumers. By comparing consumers from both Malaysia and China, this research is able to form a prediction model based on two different cultural settings. Data was collected from 172 Malaysian consumers and 222 Chinese consumers, and hierarchical regression analysis was employed to test the research model. The results showed that age, trust, cost, social influence, and variety of services are able to predict Malaysian consumer decisions to adopt m-commerce. Trust, cost, and social influence can be used to predict Chinese consumer decisions to adopt m-commerce. This research confirms the need to extend the traditional TAM and DOI models when studying technology such as m-commerce. The results from this study will be useful for telecommunication and m-commerce companies in formulating marketing strategies. Highlights? This research compares the m-commerce adoption decisions in China and Malaysia. ? TAM was extended by incorporating trust, cost, social influence and variety of services. ? Hierarchical regression analyses were performed to examine the conceptual model. ? Traditional TAM variables are unable to predict m-commerce adoption. ? Cultural factors played an important role in predicting m-commerce adoptions.

Mobile technology acceptance model

Abstract: The study investigates on the factors influencing users' IU to adopt SCC.MPC, MU and MPT have significant impact on IU.MEU, MPSR and MPFR are non-significant with IU.MPC and MPFR have significant influence on MU.MPC has significant influence on MEU while MPFR is non-significant with MEU. Smartphone credit card (SCC) is an emerging payment method using NFC-enabled smartphones. The proximity payment allows consumers to pay their products and services by waving their smartphones with a NFC reader. While there are advantageous adopting SCC, the adoption rate has not been encouraging. Interestingly, existing research work on past information technology and system models have so far focused primarily on organizational context and adopted specifically for work. Furthermore, past antecedents were mainly constructed using electronic commerce literatures which do not reflect the actual mobile environment. In contrast SCC is mainly adopted voluntarily by mobile users and for personal purposes. Thus this leads to the difficulty in drawing meaningful conclusion. The study addresses these limitations by proposing a new mobile technology acceptance model (MTAM) which consists of mobile usefulness (MU) and mobile ease of use (MEU) to determine SCC adoption. In anticipating on the complexity which exists in the mobile environment, additional mobile constructs namely mobile perceived security risk (MPSR), mobile perceived trust (MPT), mobile perceived compatibility (MPC) and mobile perceived financial resources (MPFR) were incorporated into the parsimonious MTAM. The integrated model was applied to 459 mobile users through a questionnaire approach and tested using partial least square-structural equation modelling-artificial neural network (PLS-SEM-ANN) has provided a new impact and a possible new research methodology paradigm as it is able to capture both linear and non-linear relationships. While the model confirms the role of MU in MTAM, MEU needs for more attention in practice. The results from the extended model showed that only three of the proposed hypotheses were non-significant in this study and thus warrant further investigation. The study contributes to academia by proposing new mobile constructs that brings together MTAM to assess the likelihood of mobile users to adopt SCC. The study also offers several important managerial implications which can be generalized to the mobile studies of other transportation, hotel, banking, and tourism industries.

Predicting the determinants of the NFC-enabled mobile credit card acceptance: A neural networks approach

Abstract: The main aim of this study is to determine the factors influencing the adoption of Near Field Communication (NFC)-enabled mobile credit card, an innovation in contactless payment for the future generation. Constructs from psychological science, trust-based and behavioral control theories were incorporated into the parsimonious TAM. Using empirical data and Structural Equation Modeling-Artificial Neural Networks approach together with multi group analysis, the effects of social influence, personal innovativeness in information technology, trust, perceived financial cost, perceived usefulness and perceived ease of use were examined. The significance of indirect effects was examined using the bias-corrected percentile with two-tailed significance through bootstrapping. Gender, age, experience and usage were introduced as the moderator variables with industry being the control variable in the research model. The scarcity in studies regarding the moderating effects of these variables warranted the needs to further investigate their impacts. The mediating effect of perceived usefulness was examined using the Baron–Kenny’s technique. The findings of this study have provided invaluable theoretical, methodological and managerial implications and will contribute to the decision making process by CEOs, managers, manufacturers and policy makers from the mobile manufacturing industry, businesses and financial institutions, mobile commerce, mobile telecommunication providers, mobile marketers, private or government practitioners and etc.

Out of the Crisis

Abstract: According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

The knowledge-creating company : how Japanese companies create the dynamics of innovation

Abstract: How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

The knowledge-creating company

Abstract: How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. The Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success--the Japanese have learned how to transform tacit into explicit knowledge. To explain how this is done--and illuminate Japanese business practices as they do so--the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself withthe master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline. As we make the turn into the 21st century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create knowledge continuously, and how to exploit it to make successful new products, services, and systems.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.