Integrating technology readiness into technology acceptance: The TRAM model

TLDR

TAM was developed for workplace technology adoption, but its applicability to marketing settings is questionable due to consumers’ self‑determining selection and high involvement in e‑service creation. This study aims to integrate technology readiness into TAM to explain consumer e‑service adoption, positing that TR influences use intention only through perceived usefulness and ease of use. The authors review TAM and technology readiness, then propose and empirically test the integrated Technology Readiness and Acceptance Model (TRAM). Results show that TRAM expands the applicability and explanatory power of TAM and better predicts adoption in non‑mandated contexts, with additional theoretical and practical implications discussed. © 2007 Wiley Periodicals, Inc.

Abstract

Abstract Based on previous theoretical streams, the present study integrates technology readiness (TR) into the technology acceptance model (TAM) in the context of consumer adoption of e‐service systems, and theorizes that the impact of TR on use intention is completely mediated by both perceptions of usefulness and ease of use. TAM was originally developed to predict people's technology‐adopting behavior at work environments, but this research stemmed from a questioning of its applicability in marketing (i.e., non‐work) settings. The differences between the two settings are exhibited by consumers' self‐determining selection behavior and their high involvement in the e‐service creation and delivery process. This paper first reviews the TAM and the construct of technology readiness, and then proposes and empirically tests an integrated Technology Readiness and Acceptance Model (TRAM) to augment TAM by taking technology readiness construct into the realm of consumers' adoption of innovations. The results indicate that TRAM substantially broadens the applicability and the explanatory power of either of the prior models and may be a better way to gauge technology adoption in situations where adoption is not mandated by organizational objectives. Further, theoretical and practical implications and future research directions are discussed. © 2007 Wiley Periodicals, Inc.