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The purpose of this paper is to investigate which of four well-established theoretical models (i.e. technology acceptance model, theory of planned behavior, unified theory of acceptance and use of technology, decomposed theory of planned behavior (DTPB)) best explains potential users’ behavioral intentions to adopt mobile banking (MB) services.

Drawing on data from 931 potential users in Greece, the structural equation modeling method was used to examine and compare the four models in goodness-of-fit, explanatory power and statistical significance of path coefficients.

Results indicate that the best model is an extension of the DTPB with perceived risk (PR). Customers’ attitude, determined by three rationally-evaluated MB attributes (usefulness, easiness and compatibility), is the main driver of consumers’ intentions to adopt MB services. Additionally, consumers’ perceptions of availability of knowledge, resources and opportunities necessary for using the service, and the pressure of interpersonal and external social contexts toward the use of MB are the other two, less important, adoption drivers. Finally, PR negatively affects attitude formation and inhibits willingness to use MB services.

Findings can help marketers of financial institutions to select the more parsimonious model to develop appropriate marketing strategies to increase adoption rates of MB services.

This is the first study that compares the performance of four well-known innovation adoption models to explain consumers’ behavior in the MB context.

The purpose of this paper is to identify the factors influencing the adoption of mobile self-service retail banking technologies, and the degree of influence of each factors leading their usage. Having mobile banking (MB) as the reference service and drawing on previous studies in the field, an extended Unified Theory of Acceptance and Use of Technology (UTAUT) model is proposed and empirically validated to investigate the impact of technology, social, channel and personal factors on potential customers’ usage intentions.

On evidence drawn, through a dedicated research instrument, from 513 non-users in Greece, the effects of the extended UTAUT’s drivers on MB adoption intentions are assessed using partial least squares path methodology.

The results indicated that technology-related factors, expressing innovation expected performance, and social influence are the leading determinants of MB adoption intentions, followed by the two channel-related factors, expressing perceived risk and trust toward MB usage, and potential users’ inherent innovativeness. Furthermore, the consideration of service experience as a moderating variable has shown that there is a significant difference in the effects of social influence and perceived trust on adoption intention between potential users with high and limited service experience.

The sample is country specific and this may affect generalizability of findings. Also, the cross-sectional design adopted does not reflect the temporal changes.

From a practical point of view, the findings suggest that banks should consider, except of the technology-related factors of MB, the way that potential users perceive the channel-related factors as well as the individual differences in order to improve the MB acceptance level.

Although there are a few studies that use UTAUT to predict MB adoption, the proposed model is the first that combines four groups of MB adoption driving factors into a causal model in order to explain MB adoption intentions in a country which is facing severe financial crisis for the last eight years, Greece.

Valid measurement scales for predicting the adoption of hoteliers’ customer‐centric orientation are in short supply. The present research develops and validates a new scale for a specific variable, i.e. Management Attitudes Towards Customer‐Centric Orientation (MATCCO). Furthermore, this research attempts to identify some broad determinants for a successful CRM system implementation and propose a research model depicting possible relationships among MATCCO, broad determinants and profit.

A structured questionnaire has been developed in order to accomplish the research objectives. Data were collected from 86 Greek luxury hotels. Accepted methodology was used to construct the measure, factor analysis to determine the CRM key success factors (KSFs) and Pearson correlation, ANOVA and discriminant analysis to test the proposed model. Additionally, qualitative research was conducted in two Greek luxury hotels.

A reliable and valid measure of MATCCO was constructed. Four CRM KSFs were identified. The research model was verified and proposed confirming relationships among MATCCO, CRM KSFs and company profit. Cases analysis showed that effective customer communication strategy, IT infrastructure and suitable organizational strategy are the KSFs of CRM implementation provided that hoteliers are positive toward customer‐centric orientation.

The results of this study are applicable to luxury hotels.

There is a necessity of checking the level of MATCCO before undertaking a CRM implementation project. Further, the results of this study highlight some crucial factors that influence successful CRM implementation in the hotel lodgings.

The main contribution of the paper is the construction of the multi‐item measure of hoteliers’ customer‐centric orientation.

The aim of this chapter is twofold: (i) to explore the issue of experience within the context of the hotel industry and (ii) to analyze the contribution of collaboration between businesses in providing valuable experiences in hotel settings.

Extensive literature reviews have been done on dimensions and outcomes of tourist experiences and on collaboration/business venture’s contribution in providing memorable experiences in the hotel industry. A case study is then used to illustrate how hotel operations are collaborating to provide tourism experience opportunities.

(i) Collaboration between hotel operations makes a significant contribution in providing special guest experiences; (ii) Investment in business ventures is a good investment because it constitutes a potential source of competitive advantage; (iii) A collaborative platform wisely designed creates a series of business benefits.

This study is explorative in nature. Based on a single case study of a business network, the suggestions are indicative rather than conclusive. Thus, more empirical studies and analyses are needed to fully validate the chapter’s suggestions.

The collaborative approach is a requirement for hotel businesses in providing valuable tourism experiences and in overcoming the issues and challenges arising within the context of experiential tourism. This collaboration offers a way of enriching and deepening guests’ experiences, based on endogenous resources and meeting the tourists’ requirements.

Offers insights on tourism providers’ collaborations in offering attractive experience opportunities to their customers.

Current competitive challenges induced by globalization and advances in information technology have forced companies to focus on managing customer relationships, and in particular customer satisfaction, in order to efficiently maximize revenues. This paper reports exploratory research based on a mail survey addressed to the largest 1,000 Greek organizations. The objectives of the research were: to investigate the extent of the usage of customer‐ and market‐related knowledge management (KM) instruments and customer relationship management (CRM) systems by Greek organizations and their relationship with demographic and organizational variables; to investigate whether enterprises systematically carry out customer satisfaction and complaining behavior research; and to examine the impact of the type of the information system used and managers’ attitudes towards customer KM practices. In addition, a conceptual model of CRM development stages is proposed. The findings of the survey show that about half of the organizations of the sample do not adopt any CRM philosophy. The remaining organizations employ instruments to conduct customer satisfaction and other customer‐related research. However, according to the proposed model, they are positioned in the first, the preliminary CRM development stage. The findings also suggest that managers hold positive attitudes towards CRM and that there is no significant relationship between the type of the transactional information system used and the extent to which customer satisfaction research is performed by the organizations. The paper concludes by discussing the survey findings and proposing future research.

Examination of Pro-Environmental Purchasing Behaviour (PPB) and its potential components. Investigation of the number and the size of relevant consumer segments. Determining the factors able to describe the segment of frequent pro-environmental purchasers. This paper aims to discuss these issues.

Investigation of PPB as a total multi-item variable. Disclosure of the PPB components. Examination of the Purchase component and disclosure of its clusters. Focus on the cluster of frequent purchasers. Estimation of the demographic, attitudinal and psychographic variables able to describe and predict these consumers.

Two components of PPB were found, namely Conservation (high consumer engagement in this) and Purchase (low consumer engagement in this). Inside the Purchase component of PPB three clusters were found, indicating, respectively, low, average and relatively high consumers’ involvement. Consumers in Cluster 3 (frequent pro-environmental purchasers) are fewer than in the past. They were found to be negatively influenced by environmental unconcern attitudes and Materialism, while they were positively affected by locus of control over politics and Universalism.

No demographic profile of frequent purchasers. Geographical area limited (a potential) generalisation of results. Social desirability effect. Future research with reference to evolutions in pro-environmental post-purchasing or non-purchasing behaviours during the years of economic crisis.

Fewer consumers would buy ecological products if these were not comparable enough with the conventional products in terms of price and efficacy.

First effort to explore the impact of the economic crisis on PPB in Greece. Encompassed new categories of ecological products. Revealed two components inside PPB (Purchase and Conservation) as well as number and size of consumer segments inside the Purchase component. Formulation of a partial profile of the frequent pro-environmental purchasers. Impact of Universalism on PPB was for the first time examined.

Cobranding is increasingly popular as a strategy for commercial success. Brand positioning strategies are central to marketing, yet the impact of perceptions of parent brands’ positioning on consumers’ perceptions of cobrand positioning has not been investigated. The aim of the present study is to fill this gap.

Employing a quasi-experimental design, the authors create cobranding scenarios in three product categories (tablet computers, cosmetics, and smart phones). The data are collected via structured questionnaires resulting in 160 valid responses. The data are analyzed employing Partial Least Squares-based Structural Equation Modeling (PLS-SEM), and consumer evaluation of cobrands is tested in relationship to the prior positioning of the parent brands, product fit and brand fit, along with post-alliance positioning perceptions of the partner brands.

The results confirm brand positioning as a robust indicator of consumer evaluation of cobrands. Positioning perceptions of partner brands are positively related to cobrand positioning perceptions. In addition, pre-alliance positioning significantly relate to post-alliance positioning, confirming cobranding as a viable strategy for partner brands.

The paper recommends research that could reveal the impact of differential brand equities of partner brands, such as, between a high-equity brand and a low/moderate-equity brand, mixed brand alliances – product/service; service/service, and at different levels of partner brand familiarity.

Managers should design cobrand positioning based on existing positioning perceptions of the partner brands, rather than focussing on product fit and brand fit.

The study demonstrates the focal role of positioning strategies of partner brands in consumer evaluation of cobrands.

Destination marketing systems (DMS) represent a vital inter-organisational information system (IOIS) for supporting the collaborative e-marketing strategies of tourism firms and the competitiveness of tourism destinations. However, many DMS have failed to deliver the expected outcomes, while the performance measurement of DMS has not been thoroughly investigated in the literature so far. The study synthesises research from the fields of DMS, IOIS and collaborative practices for investigating the perceptions of various tourism DMS stakeholders about the evaluation of DMS performance. The paper aims to discuss these issues.

The study conducted a nation-wide survey for measuring the perceptions of various tourism DMS stakeholders in Greece about the importance of the roles that DMS should serve as well as the items that should be used for measuring the performance of these DMS’ roles.

The findings showed that the public and private stakeholders held different perceptions about the roles of DMS as well as about the metrics that need to be used for evaluating DMS performance. The findings also showed that the perceptions that stakeholders hold about the roles of the DMS influence their perceptions about the performance evaluation of DMS.

The findings are based on evaluating a specific type of IOIS and sector/context. Thus, caution is required in generalising the results to other types of IOIS and social/environmental contexts.

The study highlighted that the performance and success of DMS, and of IOIS projects in general, require the nurturing of a collaborative culture and the co-ordination of the various stakeholders’ perceptions and interests.

The study addresses the gap in DMS performance evaluation and it contributes to the literature about IOIS evaluation by adopting a stakeholders approach.