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The purpose of this study is to investigate the determinants of behavioral intention to use smartphone diet applications within the emerging market. Specifically, it focuses on the Privacy Calculus Model constructs, encompassing perceived risk and perceived benefit, as well as the pivotal elements of trust and self-efficacy. It also explores the moderating influence of experience on the influencing factors and intention to use a diet application.

In a survey with 572 respondents, data analysis was conducted using partial least squares (PLS) structural equation modeling.

The findings reveal that perceived risk exerts a significant negative influence on behavioral intention. Conversely, perceived benefit, trust and self-efficacy exhibit a positive impact on behavioral intention. Moreover, the study delves into the moderating role of users' experience, which is found to significantly influence these relationships, suggesting that user experience plays a pivotal role in shaping the adoption dynamics of diet applications.

The limitations of this study may include the sample size and the specific focus on the emerging market of Saudi Arabia. The implications of the findings are relevant for scholars, developers, marketers, and policymakers seeking to promote the use of smartphone diet applications.

This study adds value by exploring the determinants of behavioral intention in the context of smartphone diet applications, and it is a first attempt to test the moderating role of users' experiences, providing valuable insights for various stakeholders in the field.

This article conceptualizes and constructs a comprehensive framework that can better help to answer that question – Who is accountable for social and public problems? – theoretically and practically.

Tracing the drivers behind two phenomena “accountability hole” and “accountability black hole”, stemming from “pushing power game” and “pulling power game”, respectively, this study considers (1) the three actors of society: citizens (civil society), corporations (market) and civil servants (government), and (2) the principal-agent relationship between the three actors in the face of social and public problems. As a result, the 4CAs framework that contains the three actors’ collaborative accountabilities to one another is presented.

The 4CAs model emphasizes (1) all three actors function as agents that are accountable to one another, (2) collaborative accountability beyond collaborative governance and (3) repowering citizens and corporations beyond just empowering them, i.e. returning their inherent rights and obligations to serve one another.

The 4CAs model may function as a descriptive and prescriptive lens through which the trilemma between market failure, government failure and citizen failure can be re-assessed and balanced. The model can also be used as a set of indicators for assessing and helping a society to better resolve the social and public problems collectively.