Table 3. List of prominent theories... | Emerald Publishing

Table 3.

List of prominent theories

Theory	Author	Description	No. of papers and examples
Technology-Organisation-Environment (TOE)	(Tornatzky et al., 1990)	TOE examines the interplay between technology, the organisation and the external environment, offering a holistic view of how these factors influence technology adoption and implementation. It assesses technology characteristics (e.g. complexity, compatibility), organisational context (including leadership support, resources and employee readiness) and the external environment (industry dynamics, market conditions and regulatory requirements)	n = 26 Clohessy and Acton (2019), Chittipaka et al. (2022)
Technology acceptance model (TAM)	(Davis, 1989)	TAM posits that individuals’ attitudes and intentions towards adopting a technology are determined by perceived usefulness and perceived ease of use. According to TAM, if users perceive a technology as useful and easy to use, they are more likely to adopt it	n = 7 Chatterjee et al. (2021), Kamble et al. (2021)
Technology readiness index (TRI)	(Parasuraman, 2000)	TRI evaluates individuals’ readiness and attitudes towards new technologies across four dimensions: optimism (positive beliefs and expectations about technology), innovativeness (inclination to try new technologies), discomfort (the degree of unease individuals feel when interacting with technology) and insecurity (concerns regarding the use of technology)	n = 6 Hradecky et al. (2022), Abu Salim et al. (2022)
Diffusion of innovation (DOI)	(Rogers, 2003)	DOI explains how and why new innovations, including technologies, are adopted and spread among individuals or within social systems. It suggests that the decision to adopt an innovation depends on five characteristics: relative advantage (perceived benefits over existing alternatives), compatibility (alignment with existing values and needs), complexity (perceived difficulty in understanding and using the innovation), trialability (ability to experiment with the innovation on a limited basis) and observability (visibility of the innovation’s benefits to others)	n = 3 Lu et al. (2021), Chandra and Kumar (2018)
Resource-based view (RBV)	(Barney, 1991)	RBV emphasises that a firm’s resources, including tangible and intangible assets, are the primary drivers of sustained competitive advantage. According to the RBV, firms possessing valuable, rare, inimitable and non-substitutable resources are more likely to achieve a competitive advantage	n = 3 Wang and Pan (2022), Ghasemaghaei (2021)
Dynamic capabilities view (DCV)	(Teece et al., 1997)	DCV focuses on a firm’s adaptability, integration and reconfiguration of resources in response to market changes. These dynamic capabilities enable firms to sense changes, seize opportunities and transform internal processes to align with emerging demands	n = 3 Rahman et al. (2023), Lerch et al. (2022)
Organisational readiness for change (ORC)	(Weiner, 2009)	ORC theory assesses an organisation’s readiness for successful change, comprising Three components: change valence (members’ degree of value for the change), change efficacy (collective ability for successful change) and contextual factors (such as culture and leadership)	n = 2 Issa et al. (2022), Johnk et al. (2021)
Unified theory of acceptance and use of technology (UTAUT)	(Venkatesh et al., 2003)	UTAUT explains and predicts users’ acceptance of technology, considering four main determinants: performance expectancy (perception of benefits to job performance), effort expectancy (level of effort required to use the technology), social influence (impact of others on technology acceptance) and facilitating conditions (availability of resources and support)	n = 2 Behl et al. (2022a), Wong et al. (2020)
Theory of planned behaviour (TPB)	(Ajzen, 1985)	TPB, widely applied to understand behaviours including technology adoption, posits that individuals’ intentions and actions are influenced by three factors: attitudes towards the behaviour, subjective norms and perceived control	n = 2 Baabdullah et al. (2021), Nnaji et al. (2020)

Theory	Author	Description	No. of papers and examples
Technology-Organisation-Environment (TOE)	(Tornatzky et al., 1990)	TOE examines the interplay between technology, the organisation and the external environment, offering a holistic view of how these factors influence technology adoption and implementation. It assesses technology characteristics (e.g. complexity, compatibility), organisational context (including leadership support, resources and employee readiness) and the external environment (industry dynamics, market conditions and regulatory requirements)	n = 26 Clohessy and Acton (2019), Chittipaka et al. (2022)
Technology acceptance model (TAM)	(Davis, 1989)	TAM posits that individuals’ attitudes and intentions towards adopting a technology are determined by perceived usefulness and perceived ease of use. According to TAM, if users perceive a technology as useful and easy to use, they are more likely to adopt it	n = 7 Chatterjee et al. (2021), Kamble et al. (2021)
Technology readiness index (TRI)	(Parasuraman, 2000)	TRI evaluates individuals’ readiness and attitudes towards new technologies across four dimensions: optimism (positive beliefs and expectations about technology), innovativeness (inclination to try new technologies), discomfort (the degree of unease individuals feel when interacting with technology) and insecurity (concerns regarding the use of technology)	n = 6 Hradecky et al. (2022), Abu Salim et al. (2022)
Diffusion of innovation (DOI)	(Rogers, 2003)	DOI explains how and why new innovations, including technologies, are adopted and spread among individuals or within social systems. It suggests that the decision to adopt an innovation depends on five characteristics: relative advantage (perceived benefits over existing alternatives), compatibility (alignment with existing values and needs), complexity (perceived difficulty in understanding and using the innovation), trialability (ability to experiment with the innovation on a limited basis) and observability (visibility of the innovation’s benefits to others)	n = 3 Lu et al. (2021), Chandra and Kumar (2018)
Resource-based view (RBV)	(Barney, 1991)	RBV emphasises that a firm’s resources, including tangible and intangible assets, are the primary drivers of sustained competitive advantage. According to the RBV, firms possessing valuable, rare, inimitable and non-substitutable resources are more likely to achieve a competitive advantage	n = 3 Wang and Pan (2022), Ghasemaghaei (2021)
Dynamic capabilities view (DCV)	(Teece et al., 1997)	DCV focuses on a firm’s adaptability, integration and reconfiguration of resources in response to market changes. These dynamic capabilities enable firms to sense changes, seize opportunities and transform internal processes to align with emerging demands	n = 3 Rahman et al. (2023), Lerch et al. (2022)
Organisational readiness for change (ORC)	(Weiner, 2009)	ORC theory assesses an organisation’s readiness for successful change, comprising Three components: change valence (members’ degree of value for the change), change efficacy (collective ability for successful change) and contextual factors (such as culture and leadership)	n = 2 Issa et al. (2022), Johnk et al. (2021)
Unified theory of acceptance and use of technology (UTAUT)	(Venkatesh et al., 2003)	UTAUT explains and predicts users’ acceptance of technology, considering four main determinants: performance expectancy (perception of benefits to job performance), effort expectancy (level of effort required to use the technology), social influence (impact of others on technology acceptance) and facilitating conditions (availability of resources and support)	n = 2 Behl et al. (2022a), Wong et al. (2020)
Theory of planned behaviour (TPB)	(Ajzen, 1985)	TPB, widely applied to understand behaviours including technology adoption, posits that individuals’ intentions and actions are influenced by three factors: attitudes towards the behaviour, subjective norms and perceived control	n = 2 Baabdullah et al. (2021), Nnaji et al. (2020)

Source(s): Authors’ own work