Search results

While attempting to persuade surgeons to accept their health technology, sales representatives for medical devices face daily challenges in the operating room. Surgeons exhibit cognitive complexity (abstractness vs. concreteness) when accepting any form of health technology. Surgeons choose technologies on behalf of their patients, taking patient priorities and expectations into account. Prior research has focused on cognitive complexity in the context of health technology adoption, but the issue of technology acceptance has not been addressed. The purpose of this study to use the construal level (CL) theory to determine the role of behavioural abstraction levels in the acceptance of surgical health technology.

On the basis of 556 min of seminar-based data and semi-directive interviews, the surgeons’ experiences regarding the acceptance of health technology were analysed. A non-directive observational method was used to permit the spontaneous emergence of CL dimensions in a natural environment. A categorization model was used for data coding, and MAXQDA, in addition to traditional multidimensional scaling and hierarchical cluster analysis, was used to generate results with joint displays.

Effort expectancy, learning curve, performance risk, habit, patient clinical condition, clinical outcome expectancy, technology setting and social influence were construed at a low construal level (LCL). On the other hand, patient paying capacity, technology cost, price value, financial risk and patient performance expectation were construed at a high construal level (HCL). The study also reveals duality-based factors which showed proximity to HCL but intersected at LCL, and vice versa. Duality-based factors such as effort expectancy, surgical technique, trust and perceived risk intersected at HCL, whereas performance expectancy, relative advantage, time expectancy, perceived value, physical risk and peer group influence intersected at LCL.

This is one of the early studies that presented the impact of behavioural abstraction on behavioural intention to accept health technology for surgeries.

During COVID-19, this study aims to evaluate the crisis communication strategies (CCS) of Fortune 500 medical device businesses. These companies’ CCS adoption is evaluated using data from the microblogging site Twitter.

A total of 11,569 tweets were collected over the course of a year, from 31 December 2019 to 31 December 2020, and analysed using COVID-19’s pre-crisis, crisis and new normal stages. The data acquired from Twitter is assessed using latent Dirichlet allocation-based topic modelling, valence aware dictionary for sentiment reasoning sentiment analysis and emotion recognition analysis and then further examined using fuzzy set qualitative comparative analysis to build a configurational model. The findings were compared to Cheng’s (2018, 2020) integrated strategy toolkit for organisational CCS, which included 28 strategies.

With positive sentiments across stages, companies chose “information providing”, “monitoring” and “good intentions” as the CCS. In the crisis and new normal stages of COVID, the emotion of “depression” was observed.

Researchers would be able to assess the CCS used through visual aids in the future by conducting a cross-industry examination using image analytics. Furthermore, by prolonging the study’s duration, long-term changes in the CCS can be investigated.

Companies should send real-time information to their stakeholders via social media during a pandemic, conveying good intentions and positive sentiments while remaining neutral.

To the best of the authors’ knowledge, this is one of the first studies to investigate the CCS patterns used by medical device businesses to communicate via social media during a pandemic.

This study aims to examine the research pattern and growth trends of published research on a unified theory of acceptance and use of technology 2 (UTAUT2) from 2012 to 2019. The study also examines the research scope of UTAUT2 for future researchers.

This study has adopted a bibliometric approach followed by a structured literature review analysis to synthesize the research on UTAUT2 since 2012. In total, 163 documents were analyzed for type of studies, theories and frameworks, methodologies, author wise collaboration, organizations that contributed to the body of knowledge in the UTAUT2 research and journals that published studies in this domain. VOSviewer and Tableau were used for the data visualization, whereas TCCM, which means theory (T), context (C), characteristics (C) and methodology (M) framework is used to propose the future research directions.

The findings reveal research on UTAUT2 is growing. The structured literature analysis of the top 15 cited articles further analyzed the parsimony of new models in detail. In addition, the study highlights the inception by and promoters of UTAUT2 in a separate section. The data for this study was collected by searching the title, abstract and keywords of documents in the Scopus database.

This study is based on research papers, published in the UTAUT2 research area, that have been extracted from the Scopus database by keywords only. Future studies can also perform a meta-analysis of various clusters generated by bibliometric analysis.

This study is useful for practitioners to devise strategies for increasing technology acceptance, adoption and utilization in the times to come.

To the best of the authors’ knowledge, this study is one of the very few and early studies, which examined patterns and growth trends of the UTAUT2 studies with the TCCM framework, to suggest scope for future research studies.

The great recession of 2008–2009 busted the market bubble and highlighted the loopholes in the banking sector related to excessive leverage and inadequate capital. It has led to the increased rigidity of financial regulations, forcing banks to focus more on compliance rather than moving towards innovation. All these factors together led to the emergence of new players in the financial market in the name of financial technology (Fintech) companies. With the help of Fintech, banking operations are now being revolutionised and transformed into techno-friendly systems. They, hence, can promise to act as a game changer for the banking sector as a whole.

This chapter aims to understand different perspectives of Fintech and how it helps the banking sector to improve its operations. This chapter will also offer insight into various types of Fintech instruments used by the banking sector, collaboration between banks and Fintech, and the benefits of its application to the banking sector.

This chapter attempts to lay out a literature review on Fintech. It examines the implications of applying Fintech in the banking sector to revolutionise its traditional banking operations and achieve its pre-established targets. Different techniques banks use to match up with Fintech and adapt it easily in its organisational structure.

This chapter presents a list of challenges linked to the application of financial technology in the banking industry. The chapter will also address the difficulties of using Fintech and ways to deal with them.

The purpose of this study is to investigate the role and impact of state regulation of corporate social responsibility (CSR) spending on company actions and to examine whether making mandatory CSR encourages businesses to engage in social welfare projects. Additionally, the authors also investigate whether these CSR expenditures can enable India to meet the Sustainable Development Goals (SDGs) 2030.

CSR expenditure data from the government repository of 22,531 eligible companies in India were studied from FY2014–2015 to FY2019–2020. CSR spending is further classified according to development areas of Schedule VII of the Companies Act, 2013, and mapped with the SDGs to see which ones the corporations have prioritized.

CSR spending increased from INR 10,066 crore in 2014–2015 to INR 24,689 crore in 2019–2020. Companies have prioritized CSR expenditure on education, followed by health care and rural development. The number of companies spending more than the mandated expenditure increased by around 75% from 2014–2015 to 2019–2020. However, the “comply or explain” approach of the law has led to a major number of companies spending zero on CSR. Companies have generally concentrated on moving CSR funds to designated funds rather than using them for capacity development to instill social responsibility culture.

This study provides evidence of the impact of mandatory CSR expenditure on welfare activities and SDGs. Unlike previous research, the results of this study are based on CSR expenditures rather than voluntary CSR scores.

The COVID-19 pandemic has affected around 216 countries and territories worldwide and more than 2000 cities in India, alone. The smart cities mission (SCM) in India started in 2015 and 100 smart cities were selected to be initiated with a total project cost of INR 2031.72 billion. Smart city strategies play an important role in implementing the measures adopted by the government such as the issuance of social distancing regulations and other COVID-19 mitigation strategies. However, there is no research reported on the role of smart cities strategies in managing the COVID-19 outbreak in developing countries.

This paper aims to address the research gap in smart cities, technology and healthcare management through a review of the literature and primary data collected using semi-structured interviews.

Each city is unique and has different challenges, the study revealed six key findings on how smart cities in India managed the COVID-19 outbreak. They used: Integrated Command and Control Centres, Artificial Intelligence and Innovative Application-based Solutions, Smart Waste Management Solutions, Smart Healthcare Management, Smart Data Management and Smart Surveillance.

This paper contributes to informing policymakers of key lessons learnt from the management of COVID-19 in developing countries like India from a smart cities’ perspective. This paper draws on the six Cs for the implications directed to leaders and decision-makers to rethink and act on COVID-19. The six Cs are: Crisis management leadership, Credible communication, Collaboration, Creative governance, Capturing knowledge and Capacity building.