1. Dominant Issues and Conceptual Approaches to M-Business Research from 2005 to 2012 Joseph Budu joseph@pearlrichards.org Richard Boateng, PhD richard@pearlrichards.org12th International Conference on Mobile Business | Berlin, Germany | June 2013

2. Presentation Outline Introduction Purpose Methodology Mobiles Research Themes M-Business Themes Dominant Issues in M-Business Research Conceptual Approaches in M-Business Research Discussions Conclusions and Future Research Directions Appreciation 3. Introduction High rate of adoption and use of mobiles and related services. Several effects on both individuals and businesses. Many valuable studies to study and understand the phenomenon and its interrelationships with business. The phenomenon is called either mobile commerce, mobile business. A more overarching term would be mobile computing (Ladd et al., 2010). 4. So...? Theres need to review previous research to Advance knowledge Develop theory Close saturated areas Uncover new areas (Webster & Watson, 2002) Mobiles research has several valuable reviews Fouskas et al. (2005); Scornavacca, Barnes, & Huff (2006); Ngai & Gunasekaran (2007) Ladd, Datta, Sarker, & Yu (2010). 5. Whats In Them? Fouskas et al. (2005) Exploration of Short-, medium, and longterm m-business research challenges Ngai & Gunasekaran (2007)Gaps between the theory and practice of m-commerceScornavacca et al.(2006) Review of the dominant focus, research methods, use of primary data, and key contributions of past m-business researchLadd et al.(2010) Review of dominant and under-explored areas in mobile computing research; and a categorisation framework 6. Still... ...theres need to understand the conceptual approaches to mobile business research!! 7. Purpose To explore the DOMINANT issues andconceptual Approaches in M-Business Research (from 2005 to 2012) 8. How? 1. Only peer-reviewed journal articles Emerald FullText, JSTOR, Science Direct & Wiley2. Search descriptors mobile | mobile business | m-business3. Results sorted according to relevance 4. First 150 chosen from each database 5. Final (total) 100 chosen Should be published between 2005 and 2012 Related to m-business subcategories in Ladd et al. (2010) 9. Themes In Mobiles Research Review No.ReferenceThemes/Categories from ReviewR1Fouskas et al. (2005)Technology, Value, Service, EnablersR2Scornavacca, Barnes, & Consumer, Business, Technology, General, Huff (2006) IndustryR3Ngai & Gunasekaran (2007)Cases & Applications, Wireless Network Infrastructure, Mobile Middleware, Wireless User Infrastructure, Mobile Commerce Theory and ResearchR4Ladd, Datta, Sarker, & Yu (2010)Mobile Theory and Research, Mobile User, Mobile Business, Mobile Cases and Applications, Mobile Technology 10. M-Business Themes Mobile Computing (Ladd et al., 2010) Mobile Theory and Research Mobile User Mobile Cases and Applications Mobile TechnologyMobile Business Mobile Business Applications/Services Economics, Strategy and Business Models Consumer Acceptance/Adoption Macroeconomic Cycles Government-Industry Interaction Interorganisational Networks Infrastructure 11. Issues and Evidence I Mobile Business Applications/Services The mobile applications that firms adopt and use in their processes Research here focuses on firm-level adoption of mbusiness applications; i.e. mandatory adoption (e.g. Lee & Park, 2008) voluntary adoption (e.g. Liang, Huang, Yeh, & Lin, 2007; Balocco, Mogre, & Toletti, 2009 dominant applications mobile library services (Cummings et al., 2010; Canuel & Crichton, 2011; Johnstone, 2011) mobile customer relationship management (Schierholz et al., 2007) 12. Issues and Evidence II Economics, Strategy and Business Models I the production and distribution of mobile-related products and services as well as firms strategy and business models predictions for costs and benefits of a mobile solution (Gruhn, Kohler, & Klawes, 2007), of economic, social and developmental impacts of mobiles (Best et al., 2010; Cassidy, 2006; Dunn, 2009; Gani & Clemes, 2006; Horst, 2006; Hamade, 2012; Ilahiane & Sherry, 2012; Ishii, 2006; Mutula, 2008; Ndung'u & Waema, 2011 13. Issues and Evidence III Economics, Strategy and Business Models II strategic implications of mobiles e.g. to improve work processes (Sheng, Nah, & Siau, 2005) how firms can respond to customer needs (Aydin et al., 2005; Jayawardhena et al., 2009; Yeh & Li, 2009; Santouridis & Trivellas, 2010; Aleke et al., 2011; Srinuan et al., 2011; Zhou, 2011; Awwad, 2012; Hung et al., 2012; Tobbin, 2012; Wang & Lin, 2012). creation of customer value for mobile services (Methlie & Pederson, 2007); viability, reconfiguration and sustainability of business models (e.g. de Reuver & Haaker, 2009; Johansson et al., 2012; Ghezzi, 2012) 14. Issues and Evidence IV Consumer Acceptance/Adoption dominance of consumer research in m-business factors influencing of consumers adoption of mobile services (e.g. Gomez-Barroso et al., 2012; Karim et al., 2010; Kumar & Lim, 2008; Laukkanen et al., 2007) factors that inhibit consumers adoption of mobiles (e.g. Dey et al., 2011; Dunn, 2009; Koenig-Lewis et al., 2010) consumer use of mobiles (e.g. Donner, 2008; Sey, 2009; de Angoitia & Ramirez, 2009), and switching behaviour (Shin & Kim, 2007; Lee et al., 2011; Srinuan, Annafari, & Bohlin, 2011) 15. Conceptual Approaches I Theoretical-based approaches I Most of theory-based approaches are in the Consumer Acceptance/Adoption theme. Use of the Technology Acceptance Model in either its original form (Amin, 2008; Yang & Jolly, 2008; Zhou, 2011; Tobbin, 2012) or extended with certain constructs (Akturan & Tezcan, 2012; Lule et al., 2012; Okazaki et al., 2008). TAM is sometimes combined with the Theory of Reasoned Action (e.g. Kim et al., 2009; Liu & Li, 2010; Lu & Su, 2009; Lee et al., 2007; Riquelme & Rios, 2010; Koenig-Lewis et al., 2010), and the Task Technology Fit model (Pagani, 2006) to form a theoretical basis. 16. Conceptual Approaches II Theoretical-based approaches II Modification of original theories e.g. TAM is modified to create the Technology Satisfaction Model (Lee & Park, 2008). Unified Theory of Acceptance and Use of Technology (Yang, 2010); Game theory (Woolfall, 2006); Theory of disruptive competition and innovation (Gillwald & Mureithi, 2011); Economic theory (Au & Kauffman, 2008); and Media richness theory (Lee et al., 2007). 17. Conceptual Approaches III Framework-based approaches How organisations to choose a suitable mobile solution (Gruhn, Kohler, & Klawes, 2007), analysing the business side of mobile/wireless technologies (Kang, Lee, & Tsai, 2011), developing viable business models (de Reuver & Haaker, 2009), one for ensuring collaboration amongst m-business ecosytem players (Jing & Xiong-Jian, 2011). Other (popular) frameworks employed include the Strategy orientation framework (Isoherranen & Kess, 2011), and the development of a Fit-viability model for the adoption of mobile technology in business (Liang et al., 2007). 18. Discussions I Issues and Evidence I Mobile Business Applications/Services How firms overcome challenges in the implementation of mobile technologies. The impact of mobile technology on a firms managerial functions. Drawing on the Informatics Lifecycle (Heeks, 2006); Development, Adoption, Use, and Impact. Current research focuses on adoption, use, and impact. Room to study the creation of m-business applications in all its aspects. Economics, Strategy and Business Models; Current focus on economic and non-economic impact of adoption, strategic implications of mobile adoption, overcoming competition, how to respond to technological changes, and responding to customer needs. There is room to understand the use of internal and external resources to create new resource combinations (Koruna, 2004). Room to study managerial processes within mobile business organisations, especially due to the many unresolved business challenges pertaining to the deployment and management of value-added services (Giaglis, 2006). 19. Discussions II Issues and Evidence II Consumer Acceptance/Adoption Room for research exploring how MBOs harness customer perceptions as part of their value-creation process. To attract low-income consumers, companies have been advised to reconfigure their value chain according to a strategic pattern depending on their business model type (Ghezzi, 2012). Research to document both successful and failed firm reconfiguratons. Overall... Dominance of studies about mobile network operators (MNOs) (see Anderson & Kupp, 2008; Ballon, 2007; Chang, Wang, & Fu, 2009; Gonalves & Ballon, 2011; Srinuan, Annafari, & Bohlin, 2011). Room to study other firms within the mobile ecosystem (Choon et al., 2004). These firms include content providers, service creators, mobile operators, and handset and manufacturers (Smura, Kivi, & Tyli, 2009). Value creation in MBOs would be a promising area for research into the effects of business model choices on performance, and the actual process of creating value. 20. Discussions III Conceptual Approaches Consumer-based studies dominate research that use theoreticalbased approaches. There is room for framework to help understand the levels of mbusiness adoption in firms None of the conceptual approaches used so far in m-business research provides a way to study the gaps in the issues e.g. how resources are used to create m-business applications. Therefore towards creating an m-business-specific framework, future studies could draw on the resource-based theory, and the dynamic capability. If customer feedback is to form part of firms value-creation process, what mobile technologies are used to capture this resource call it mobile knowledge management (KM). What KM frameworks can help understand this? Design science theory could also provides guidelines to evaluate the applicability and fit of value artifacts created with customer input. There is room for frameworks that capture mobile use and benefits obtained by firms in various industries. So far, attempts capture that of individual users (e.g. Boateng, 2011). There is the need for similar extensions to understand firm-level impacts of mobile adoption. 21. References Akturan, U., & Tezcan, N. (2012). Mobile banking adoption of the youth market: Perceptions and intentions. Marketing Intelligence & Planning, 30 (4), 444-459. Aleke, B., Ojiako, O., & Wainwright, D. W. (2011). ICT adoption in developing countries: perspectives from small-scale agribusinesses. Journal of Enterprise Information Management, 24 (1), 68-84. Amin, H. (2008). Factors affecting the intentions of customers in Malaysia to use mobile phone credit cards. Management Research News, 31 (7), 493-503. Amit, R., & Zott, C. (2001). Value creation in e-business. Strategic Management Journal, 22, 493520. Anderson, J., & Kupp, M. (2008). Serving the poor: drivers of business model innovation in mobile. Info, 10 (1), 5-12. Au, Y. A., & Kauffman, R. J. (2008). The economics of mobile payments: Understanding stakeholder issues for an emerging financial technology application. Electronic Commerce Research and Applications, 7, 141-164. Awwad, M. S. (2012). An application of the American Customer Satisfaction Index (ACSI) in the Jordanian mobile phone sector. The TQM Journal, 24 (6), 529-541. Aydin, S., zer, G., & Arasil, . (2005). Customer loyalty and the effect of switching costs as a moderator variable: A case in the Turkish mobile phone market. Marketing Intelligence & Planning, 23 (1), 89-103. Balasubramanian, S., Peterson, R. A., & Jarvenpaa, S. L. (2002). Exploring the implications of mcommerce for markets and marketing. Journal of the Academy of Marketing Science, 30 (4), 348361. NB: See continuation in Slide Notes 22. AppreciationJosephMany thanks to the ICMB 2013 organisers especially Key, Yvonne, and Laura for their constant support. We also thank the three Anonymous (blind) reviewers. Thank you (conference participants) all for accepting our presentation in absentia. Danke!Richard