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The paper intends to examine mobile taxi (m-taxi) adoption, so as to close the gap in the current literature and clarify the behaviour of users by synthesising technological factors that are related to the characteristics of m-taxi applications with non-technological factors that are associated with the psychological characteristics of customers. The moderating effects of gender were also tested.

A self-administered questionnaire was adopted for data collection with 415 useable responses. The theoretical lens was tested via partial least squares-structural equation modelling. Additionally, state-of-the-art techniques such as permutation and multigroup analysis were applied.

Results indicate that social pressure, technology anxiety, effort expectancy, performance expectancy, and service and system quality are not significantly related to behavioural intention. Also, findings show no significant differences among gender in this study, which suggests that the model is invariant across gender groups.

This study provides a novel insight by taking a broader perspective of ride-hailing terminology by considering both taxis and private vehicles.

The purpose of this paper is to identify a number of limitations of the theory on leader‐member exchange (LMX). This paper aims to argue that under certain conditions high quality LMX can be dysfunctional. It proceeds to identify the antecedents and outcomes of dysfunctional LMX.

This paper examines the theory on LMX and justice to identify the conditions that lead to dysfunctional LMX and its consequences.

A review of the extant literature indicates that favouritism by the leader and the reliance on impression management by followers can lead to dysfunctional LMX. This can then lead to negative reactions from group members and undermine work group cohesiveness.

This paper points to new directions for research in LMX. It highlights the need to recognize that under certain conditions high quality LMX can be perceived as unfairness.

Managers need to recognize issues needing their attention in developing quality exchange with their subordinates. Failure to address these issues can undermine work group performance.

This study contributes to the debate on the role of LMX. Specifically, it attempts to add to the discussion in the emerging literature on dysfunctional LMX.