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The purpose of this study is to investigate the contributing factors to E-government disruptions in Malaysia public service. Researchers have highlighted that the main factors that contribute to IT service failure are the people, process and technology. However, relatively few empirical studies examine to what extent these factors contribute to E-government service disruptions. This study explores the level of contribution of each factor to the E-government service disruptions.

The research was conducted based on the hypothetical-deductive approach. Based on the synthesized literature review, a conceptual model is proposed and several hypotheses are developed. The study was undertaken using questionnaires via convenience sampling whereby eight frontline agencies, six departments and four ministries in Malaysian public service were selected. The selected agencies are frontline agencies (agencies that deal directly with citizens) and have implemented E-government. The respondents consist of IT department employees of those agencies. The data for this research were analyzed using the descriptive and inferential statistics analysis.

Statistically, both human error and process failure are significantly correlated with E-government service disruptions in the Malaysian public sector. More importantly for this research, the empirical results reveal that human action, decision, management, error and failure are the major causes to the E-government disruptions, followed by an improper process or procedures. In addition, it is found that technology failure is not significantly contributing to the E-government disruption frequency in the Malaysian public sector. Human error is an important factor and needs to be given more attention by the management, as human is the creator, who uses, manages and maintains the technology and process to enable the delivery of services as specified in the objectives, vision and mission of the organization. However, the approach used to address E-government disruptions is more toward technology-oriented and revolves around the recovery process.

The study only focuses on three main factors, which are people, process and technology, and the target sample focuses only front-end service agencies. Further study can be extended by incorporating the other factor such as organizational environment, and the sample size could be expanded by including all agencies in public services. As human failure is a major cause of E-government disruptions, the proposed future research should also study the causes of human failure and how to address the problem by developing a resilient organization.

The results of this study have two implications: first is the discovery of the disruption factors that affect E-government service availability, and second is that the results of this study prioritized the factors that contribute to E-government service disruptions. This information would be beneficial to local, state and national governments for further action to ensure the availability and sustainability of E-government implementation.

This study identifies the factors that contribute to the service disruption of E-government and, thus, gives the priority of each factor based on its contribution to the E-government service disruption. This is an important finding because it enables public sector agencies to plan and implement improvements as needed and at the appropriate rate for each IT service component to ensure the E-government availability guarantee.

Traditional nondestructive failure localization techniques are increasingly difficult to meet the requirements of high density and integration of system in package (SIP) devices in terms of resolution and accuracy. Time domain reflection (TDR) is recognized as a novel positioning analysis technology gradually being used in the electronics industry because of the good compatibility, high accuracy and high efficiency. However, there are limited reports focus on the application of TDR technology to SiP devices.

In this study, the authors used the TDR technique to locate the failure of SiP devices, and the results showed that the TDR technique can accurately locate the cracking of internal solder joints of SiP devices.

The measured transmission rate of electromagnetic wave signal was 9.56 × 107 m/s in the experimental SiP devices. In addition, the TDR technique successfully located the failure point, which was mainly caused by the cracking of the solder joint at the edge of the SiP device after 1,500 thermal cycles.

TDR technology is creatively applied to SiP device failure location, and quantitative analysis is realized.

This commentary puts forth a conceptual framework, referred to as the consumer, organization, government framework of unintended digital technology service failures, that specifies consumer, organizational and governmental shortcomings that result in digital technologies failing in terms of negatively affecting consumer, communal, national and/or global welfare.

The authors conceptualize an original framework by engaging in a literature review regarding marketplace failures associated with digital service technologies.

The framework shows that three drivers explain why commercial digital technologies often fail. The first driver highlights misuse or criminal intent from individuals. The second involves organizations failing to prevent or to address technology failures. The third pertains to failures that stem from governmental institutions.

The authors encourage researchers to build on their framework by putting forth research questions. To prevent or lessen opportunities for digital technologies to result in service failures, the authors also offer practitioners a “digital technology service failure audit.” This audit shows how digital technology creators and managers can anticipate and address consumer, organizational and governmental factors that often cause digital service technologies failures.

Despite the absence of industry-specific regulations and the existence of some regulatory immunities, digital technology providers have an ethical duty, and may be obligated under applicable tort law principles, to take steps to prevent unintended harm to consumers before launching their service technologies.

This work reveals that digital technologies represent new and different threats to vulnerable consumers, who often rely on, but do not fully understand, these technologies in their everyday living. The framework helps consumers, organizations and government agencies to identify and remedy current and potential instances of harmful digital technologies.

The purpose of this paper is to examine possible causes of failure of the commercialization of a high technology innovation, in order to explain the relationship between resource‐based view and institution‐based view as a contributing factor.

The research is based on a case study in a high technology sector. Qualitative evidence and analysis are used to draw some conclusions related to the causes of the failure of the commercialization process.

The main limitation is that the findings cannot be generalized. Moreover, the analysis is based on the author's individual interpretation and biases.

The case provides guidelines to innovators and entrepreneurs to develop new technologies and their businesses.

The article is based on a real case and it can be used as a base for future research and as teaching material.

The purpose of this study is to investigate the impact of dissatisfaction and anger, driven by the failure of the self-service technology of banks, on customers' post-purchase behavioural reactions, such as complaints, negative word-of-mouth (NWOM) and supplier change. The stability of the failure is proposed to moderate these relationships.

The proposed research model was tested through data collected from an online survey of a Tunisian sample of 300 respondents, using the scenario method.

The study validates the positive impact of dissatisfaction on anger and negative word-of-mouth, as well as that of anger on complaint behaviour and negative word-of-mouth. The relation between dissatisfaction and negative word-of-mouth is mediated by anger. When the failure is stable, dissatisfied users of the self-service technology seek to enhance their negative word-of-mouth and supplier change. The results also show that the stability of the failure enhances the effect of anger on complaint behaviour.

Banks should invest efforts to accelerate the recovery of services to reduce consumer dissatisfaction and anger and prevent adverse behavioural outcomes. Further, they need to ensure that failures are not repeated, as failure stability activates some otherwise non-significant behavioural outcomes, like supplier change.

Previous works have focused on the impact of dissatisfaction and negative emotions for interpersonal services, but very few works have come to associate dissatisfaction, anger, complaint, negative word-of-mouth and supplier change in an integrative framework for an self-service technology failure.

A quick search of the headlines of major newspapers reveals a treasure trove of technology procurement gone wrong. While the private sector seems to adopt and implement new technology seamlessly and quickly to deliver for customers, the government struggles to accomplish technology purchases and integrations with the same ease. As governments in the United States are looking to retain their current workforce and attract the next generation of workers, the technological capabilities and ethos of governments will be paramount. With nearly every industry being transformed by technology and Generation T being the first generation to have an ingrained “technology first” mindset, the ability of governments to attract these workers depends, in large part, on the ability to transform their government technology culture, policies, and practices.

In this chapter, the authors examine the administrative branch and observe two key components at the root of most technology failures: poor organizational structure in the bureaucracy and the lack of an empowered Chief Information/Technology Officer. Building upon case studies from Massachusetts and California, this chapter looks at the factors related to failure or success to understand the technology procurement culture. The chapter concludes by presenting four key “best practice” principles of public policy and administration that can be implemented by almost any governmental entity to improve their acquisition and implementation of technology.

Compares complaining behaviour in traditional and technology‐based service encounters. Drawing on 160 negative critical incidents within Finnish retail banking, shows that, contradictory to common predictions, there are no significant differences in the complaining rates between the two types of service encounters. Attributes this finding to the high reliance of traditional complaining methods in both types of service encounters. Finds, however, that complaints about technology‐based service encounters have significantly higher response rates than complaints about traditional service encounters. Also, when focusing on technology‐based service encounters, finds that customers who actually consider themselves guilty for the outcome were the most frequent complainers, while the ones attributing the outcome to technology failures or service process failures complain less often. These findings have interesting implications for designers of service recovery systems.

This paper aims to explore the factors that influence Generation Y’s positive or negative electronic word-of-mouth (eWOM) behavior via social media and mobile technology in the foodservice sector. Three types of dining experiences were examined: positive and negative customer experiences and negative customer service followed by a satisfactory recovery package.

A survey was adopted to test the factors posited to influence Generation Y consumers in these service contexts. Participants were recruited through Amazon Mechanical Turk , and multi-group structural equation modeling was performed to analyze the data.

Active use of social media and peer influence had a sweeping influence on Generation Y’s intentions to engage in eWOM about their service experiences. Technological sophistication with mobile technology influenced Generation Y to spread positive or negative service experiences, rather than satisfactory recovery experiences. Family influence had a mixed influence on Generation Y subgroups (21-24 years old vs 25-35 years old) to engage in eWOM about their satisfactory or poor service experiences. In satisfactory recovery experiences, family influence showed no significant influence on Generation Y’s eWOM behaviors.

This study enriches online reviews and eWOM marketing theories, adds to service failure and recovery literature and enhances understanding of consumer behavior expressed by Generation Y through the empirical investigation of Generation Y consumers’ behavioral motivations to engage in eWOM through social media and mobile technology.

Engaging Generation Y consumers with social media campaigns and mobile technology development is not merely sufficient in eWOM marketing strategies. Instead, it is essential to create integrative peer communities to motivate Generation Y consumers to engage in eWOM marketing. Marketers need to pay attention to the mixed effects of family influences on the eWOM behaviors of subgroups of Generation Y in positive or negative service experiences.

Given the scarcity of consumer behavior research into Generation Y as an emerging market segment, this paper makes an incremental contribution by developing and validating a model of factors that influence Generation Y consumers’ eWOM intentions through social networking and mobile technologies in three major service contexts: positive, negative and recovery following a service failure.

Service robots are taking over the organizational frontline. Despite a recent surge in studies on this topic, extant works are predominantly conceptual in nature. The purpose of this paper is to provide valuable empirical insights by building on the attribution theory.

Two vignette-based experimental studies were employed. Data were collected from US respondents who were randomly assigned to scenarios focusing on a hotel’s reception service and restaurant’s waiter service.

Results indicate that respondents make stronger attributions of responsibility for the service performance toward humans than toward robots, especially when a service failure occurs. Customers thus attribute responsibility to the firm rather than the frontline robot. Interestingly, the perceived stability of the performance is greater when the service is conducted by a robot than by an employee. This implies that customers expect employees to shape up after a poor service encounter but expect little improvement in robots’ performance over time.

Robots are perceived to be more representative of a firm than employees. To avoid harmful customer attributions, service providers should clearly communicate to customers that frontline robots pack sophisticated analytical, rather than simple mechanical, artificial intelligence technology that explicitly learns from service failures.

Customer responses to frontline robots have remained largely unexplored. This paper is the first to explore the attributions that customers make when they experience robots in the frontline.

The metaverse is a virtual world where users can communicate with each other in a computer-generated environment. The use of metaverse technology has the potential to revolutionize the way businesses operate, interact with customers, and collaborate with employees. However, several obstacles must be addressed and overcome to ensure the successful implementation of metaverse technology. This study aims to examine the implementation of metaverse technology in the management of an organization's supply chain, with a focus on predicting potential barriers to provide suitable strategies.

Covariance-based structural equation modeling (CB-SEM) was used to test the model. In addition, artificial neural network modeling (ANN) was also performed.

The CB-SEM results revealed that a firm's technological limitations are among the most significant barriers to implementing metaverse technology in the supply chain management (SCM). The ANN results further highlighted that the firm's technological limitations are the most crucial input factors, followed by a lack of governance and standardization, integration challenges, poor diffusion through the network, traditional organizational culture, lack of stakeholder commitment, lack of collaboration and low perception of value by customers.

Because metaverse technology has the potential to provide organizations with a competitive advantage, increase productivity, improve customer experience and stimulate creativity, it is crucial to discuss and develop solutions to implementation challenges in the business world. Companies can position themselves for success in this fascinating and quickly changing technological landscape by conquering these challenges.

This study provides insights to metaverse technology developers and supply chain practitioners for successful implementation in SCM, as well as theoretical contributions for supply chain managers aiming to implement such environments.