Technology‐based self‐service is growing at a tremendous rate all over the world, but a strong unifying theory to understand this form of service is lacking. Proposes a comprehensive conceptual framework that incorporates several well‐known attitudinal theories to explain the pivotal role of attitudes in influencing intentions and behavior related to technology‐based self‐service. The framework makes it possible to understand and predict better consumer decisions related to using technology‐based self‐service by thoroughly examining underlying consumer attitudes. Uses the Internet to illustrate how our framework can be applied to study consumer behavior related to a specific technology‐based self‐service. Draws on insights from the extant literature on technology‐based self‐service and also incorporates the many unique characteristics of the Internet that have implications for theory. Discusses practical implications of our model for marketers and provides directions for future research on technology‐based self‐service in general and the Internet in particular. With its integrative approach to theory, also contributes to the attitudinal literature.
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1 December 2001
This article was originally published in
International Journal of Service Industry Management
Research Article|
December 01 2001
Integrating attitudinal theories to understand and predict use of technology‐based self‐service: The Internet as an illustration Available to Purchase
L. Michelle Bobbitt;
L. Michelle Bobbitt
University of Tennessee, Knoxville, Tennessee, USA
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Pratibha A. Dabholkar
Pratibha A. Dabholkar
University of Tennessee, Knoxville, Tennessee, USA
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Publisher: Emerald Publishing
Online ISSN: 1758-6704
Print ISSN: 0956-4233
© MCB UP Limited
2001
International Journal of Service Industry Management (2001) 12 (5): 423–450.
Citation
Michelle Bobbitt L, Dabholkar PA (2001), "Integrating attitudinal theories to understand and predict use of technology‐based self‐service: The Internet as an illustration". International Journal of Service Industry Management, Vol. 12 No. 5 pp. 423–450, doi: https://doi.org/10.1108/EUM0000000006092
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