Category Archives: Web

January 31, 2023 · 1:50 pm

The functionality and usability features of mobile apps

This is an excerpt from one of my latest publications.

Suggested citation: Camilleri, M.A., Troise, C. & Kozak, M. (2023). Functionality and usability features of ubiquitous mobile technologies: The acceptance of interactive travel apps. Journal of Hospitality and Tourism Technology, https://doi.org/10.1108/JHTT-12-2021-0345 Available from: https://www.researchgate.net/publication/366633583_Functionality_and_usability_features_of_ubiquitous_mobile_technologies_The_acceptance_of_interactive_travel_apps.

(C) DrMarkCamilleri.com

Prior studies relied on specific theoretical frameworks like the Interactive Technology Adoption Model – ITAM (Camilleri and Kozak, 2022), elaboration likelihood model (ELM), information adoption model (IAM) and/or technology acceptance model (TAM), among others, to better understand which factors are having an impact on the individuals’ engagement with digital media or information technologies.

In this case, this research identifies the factors that are influencing the adoption of travel apps, in the aftermath of COVID-19. It examines the effects of information quality and source credibility (these measures are drawn from IAM framework), as well as of technical functionality, relating to electronic service quality (eSERVQUAL), on the individuals’ perceptions about the usefulness of these mobile technologies and on their intentions to continue using them on a habitual basis (the latter two factors are used in TAM models), to shed light on the consumers’ beliefs about their usability and functionality features.

This study suggests that consumers are valuing the quality of the digital content that is presented to them through these mobile technologies. Apparently, they are perceiving that the sources (who are curating the content) were knowledgeable and proficient in the upkeep and maintenance of their apps. Moreover, they are appreciating their functional attributes including their instrumental utility and appealing designs. Evidently, these factors are influencing their intentions to use the travel apps in the future. They may even lead them to purchase travel and hospitality services. Furthermore, they can have an impact on their social facilitation behaviors like positive publicity (via electronic word of mouth like online reviews, as well as in-person/offline), among other outcomes.

This contribution implies that there is scope for future researchers to incorporate a functionality factor in addition to ITAM, IAM and/or TAM ‘usability’ constructs to investigate the individuals’ dispositions to utilize technological innovations and to adopt their information. It confirms that the functionality features including their ease of use, responsiveness, organized layout and technical capabilities can trigger users to increase their app engagement on a habitual basis.

Practical recommendations

The results from this study reveal that the respondents hold positive perceptions toward interactive travel apps. In the main, they indicate that these mobile technologies feature high quality content, are organized, work well, offer a good selection of products and are easy to use.

This research posits that mobile users appreciate the quality of information that is presented to them through the travel apps, in terms of their completed-ness, accuracy and timeliness of information. Yet, the findings show that there is room for improvement. There is scope for service providers (and for the curators of their travel apps) to increase their credentials on source trustworthiness and expertise among consumers.

The results suggest that information quality had a more significant effect on the respondents’ perceived usefulness of travel apps than source credibility. Moreover, they also suggest that consumers are willing to engage with travel apps as they believe that they offer seamless functionality features, including customization capabilities and fast loading screens. Most probably, the respondents are cognizant that they offer differentiated pricing options on flights, hotels and cars, from various service providers. They may be aware that many travel apps also enable their users to access their itineraries even when they are offline and allow them to keep a track record of their reward points (e.g. of frequent flyer programs) on every booking.

In this day and age, consumers can utilize mobile devices to access asynchronous content in webpages, including detailed information on tourism service providers, transportation services, tours to attractions, the provision of amenities in tourist destinations, frequently answered questions, efficient booking engines with high resolution images and videos, quick loading and navigation, detailed maps, as well as with qualitative reviews and quantitative ratings. Very often they can even be accessed through different languages.

A number of travel apps allow their users to log in with a secure, random password authentication method, to keep a track record of their credit card details and past transactions. Most of them are also sending price alerts as well as push notifications that remind consumers about their past searches. These services are adding value to the electronic service quality as opposed to unsolicited promotional messages, that are not always related to the consumers’ interests.

Generally, customers expect travel and tourism service providers to respond to their online queries in an instantaneous manner. They are increasingly demanding web chat services to resolve queries, as soon as possible, preferably in real time.

Tourism and hospitality service providers are already using augmented reality (AR) and virtual reality (VR) software, to improve their consumers’ online experiences and to emphasize their brand positioning as high-quality service providers. In the foreseeable future, it is very likely that practitioners could avail themselves of Metaverse technologies that could teleport consumers in the cyberspace, to lure them to book their flight, stays, car rentals or tours. Online (and mobile) users may be using electronic personas, called avatars to move them around virtual spaces and to engage with other users, when they are in the Metaverse.

This interactive technology is poised to enhance its users’ immersive experiences, in terms of their sensory inputs, definitions of space and points of access to information, particularly those that work with VR headsets. Hence, travel and hospitality businesses could avail themselves of such interactive technologies to gain a competitive advantage.

You can access this paper in its entirety, via: https://www.researchgate.net/publication/366633583_Functionality_and_usability_features_of_ubiquitous_mobile_technologies_The_acceptance_of_interactive_travel_apps

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Filed under Business, business, chatbots, corporate communication, customer service, digital media, Marketing, online, Small Business, Travel, Web

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June 23, 2021 · 6:15 pm

Customers are always right, even after their shopping cart checkout!

Photo by CardMapr.nl on Unsplash

The outbreak of COVID-19 and its preventative measures have led several businesses and consumers to change their shopping behaviors. Many individuals have inevitably reduced their human-to-human interactions in physical service environments and were increasingly relying on the adoption of digital media and mobile devices, including smart phones and tablets for their shopping requirements.

Consumers as well as businesses are benefiting of faster connections as the loading speeds of these devices is one of the critical determining factors as to whether visitors may (or may not) be willing to browse through e-commerce websites or apps, to proceed to check out, and to lay down their credit cards.

Advances in technological capabilities have improved the consumers’ online shopping experiences. As a result, more businesses are benefiting from the expertise of online marketplaces to deliver personalized services to their customers. For instance, Amazon provides product recommendations to its visitors, that are based on their previous searches.

Ecommerce giants utilize machine learning technologies to segment consumers by geographical location, age and gender, buying habits, total expenditure, and more. They capture data from online users, including their browsing and purchase histories. They distinguish between profitable, loyal customers, price-sensitive customers, and identify those who are likely to abandon their shopping carts.

Prospective consumers will usually compare a wide variety of products and their corresponding prices, in different virtual marketplaces, before making their purchase decision. They will probably check out the consumer reviews to confirm the reputation and trustworthiness of online merchants. At times, they will not be in a position to confirm the legitimacy of certain websites and to determine if it is safe to disclose their payment details to anonymous vendors.

A few websites may require consumers to join their mailing list. They may expect them to provide their email addresses, that they may share with third parties. As a result, consumers could receive unwanted ads and scams in their inboxes. Moreover, they may experience phishing and spoofing. Therefore, shopping web pages should use SSL certificates to prove that their transactions are safe and secure.

Furthermore, e-commerce websites ought to feature accurate, timely and reliable content. They have to be as transparent as possible with online users. They should clarify their terms and conditions as well as their refund policies. The smallest thing that’s out of place in their e-commerce pages could rapidly erode the customers’ trust in their products and services.

Online users cannot inspect (or try) their chosen products until they receive them. They may experience delays in the delivery of their shopping items, particularly, if they get lost, detoured or delivered in the wrong address. Once they receive the product they ordered, they may decide to return it, if for some reason they are not satisfied by its quality. In this case, they could (or could not) be reimbursed for incurring shipping and packaging costs. Shopping websites are increasingly offering synchronous communications facilities to enhance their personalized services through web chat facilities that enable instantaneous conversations with online users.

This development has significantly improved the consumers’ perceptions about the service quality of e-commerce websites and their satisfaction levels. They also increased the chances of their repeat purchases. In sum, this contribution suggests that online businesses and marketplaces should identify the critical success factors that are differentiating e-commerce websites from one another. The most popular online marketplaces are capable of attracting repeat consumers through a consistent delivery of personalized customer service, thereby increasing their sales potential and growth prospects

This research confirmed that the consumers’ satisfaction with e-commerce websites has a significant effect on their loyalty as well as on their electronic word-of-mouth publicity. This is an important finding, considering that there are several shopping websites and online marketplaces where consumers can find identical or alternative products. In this case, the respondents suggested that e-commerce websites delivered good value to them and that they triggered their loyal behaviors. The research participants indicated that they were satisfied with the quality of the shopping websites and with their electronic services.

This study showed that customers were intrigued to share their positive or negative experiences with products and/or services with other online users. Hence, they were willing to cocreate online content for the benefit of prospective consumers. Many customers are increasingly voicing their opinions and recommendations through qualitative reviews and/or quantitative ratings to support other individuals in their purchase decisions. They may either encourage or discourage others from shopping from a particular vendor and/or website.

This research confirmed that the online users’ satisfaction levels with the service quality of the e-commerce website relied on different factors, including website attractiveness, functionality and security as well as on consumer order fulfillment, during and after a purchase. The websites’ designs and layouts can capture their visitors’ attention and may possibly improve the online consumers’ experiences during their purchase transactions.

The e-commerce websites’ appearance and their functionality may entice online users to continue browsing through their content and to revisit them again, in the future. Online users would be satisfied if the e-commerce websites are informative, useful and easy to use. They utilize shopping websites to access relevant content on the attributes and features of products, including consumer reviews. Therefore, the technical functionality of these websites’ inventory systems should feature accurate and timely information on the availability of items as well as on their prices and costs of delivery.

In this day and age, shopping websites should provide approximate shipping dates, estimated delivery times, et cetera. Online sellers should also establish clear information on their returning policies. They may direct online users and past consumers to frequently answered questions, and/or to chatbots. Alternatively, they may offer webchat facilities to engage with their valued customers, in real time.

Key Takeaway

Although there are many studies that have explored the service quality of e-commerce websites during a purchase transaction, only a few of them have focused on consumer fulfillment (and on their after-sales services). The findings from this research reported that timely deliveries, and the provision of personalized services have a highly significant effect on consumer satisfaction and loyalty.

Service providers ought to meet and exceed their customers’ expectations in different stages of their order fulfilment in online retailing contexts. They ought to deliver the ordered items as expeditiously as possible, to improve their service quality. Online retailers should respond to consumer enquiries, in a timely manner. This way, they can increase consumer satisfaction, minimize complaints and reduce the likelihood of negative criticism (and damaging e-WOM) in review websites and social media.

________________________________________________

This is an excerpt of my latest academic article that was published in the Journal of Strategy and Management. It is available here: https://www.emerald.com/insight/content/doi/10.1108/JSMA-02-2021-0045/full/html

A prepublication version is available through ResearchGate.

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August 24, 2020 · 11:59 am

A useful book on corporate communications through digital media

This authoritative book features a broad spectrum of theoretical and empirical contributions on topics relating to corporate communications in the digital age. It is a premier reference source and a valuable teaching resource for course instructors of advanced, undergraduate and post graduate courses in marketing and communications. It comprises fourteen engaging and timely chapters that appeal to today’s academic researchers including doctoral candidates, postdoctoral researchers, early career academics, as well as seasoned researchers. All chapters include an abstract, an introduction, the main body with headings and subheadings, conclusions and research implications. They were written in a critical and discursive manner to entice the curiosity of their readers.

Photo by Headway on Unsplash

Chapter 1 provides a descriptive overview of different online technologies and presents the findings from a systematic review on corporate communication and digital media. Camilleri (2020) implies that institutions and organizations ought to be credible and trustworthy in their interactive, dialogic communications during day-to-day operations as well as in crisis situations, if they want to reinforce their legitimacy in society. Chapter 2 clarifies the importance of trust and belonging in individual and organizational relationships. Allen, Sven, Marwan and Arslan (2020) suggest that trust nurtures social interactions that can ultimately lead to significant improvements in corporate communication and other benefits for organizations. Chapter 3 identifies key dimensions for dialogic communication through social media. Capriotti, Zeler and Camilleri (2020) put forward a conceptual framework that clarifies how organizations can enhance their dialogic communications through interactive technologies. Chapter 4 explores the marketing communications managers’ interactive engagement with the digital media. Camilleri and Isaias (2020) suggest that the pace of technological innovation, perceived usefulness, ease of use of online technologies as well as social influences are significant antecedents for the businesses’ engagement with the digital media. Chapter 5 explains that the Balanced Scorecard’s (BSC) performance management tools can be used to support corporate communications practitioners in their stakeholder engagement. Oliveira, Martins, Camilleri and Jayantilal (2020) imply that practitioners can use BSC’s metrics to align their communication technologies, including big data analytics, with organizational strategy and performance management, in the digital era. Chapter 6 focuses on UK universities’ corporate communications through Twitter. Mogaji, Watat, Olaleye and Ukpabi (2020) find that British universities are increasingly using this medium to attract new students, to retain academic employees and to promote their activities and events. Chapter 7 investigates the use of mobile learning (m-learning) technologies for corporate training. Butler, Camilleri, Creed and Zutshi (2020) shed light on key contextual factors that can have an effect on the successful delivery of continuous professional development of employees through mobile technologies.

Chapter 8 evaluates the effects of influencer marketing on consumer-brand engagement on Instagram. Rios Marques, Casais and Camilleri (2020) identify two types of social media influencers. Chapter 9 explores in-store communications of large-scale retailers. Riboldazzi and Capriello (2020) use an omni-channel approach as they integrate traditional and digital media in their theoretical model for informative, in-store communications. Chapter 10 indicates that various corporations are utilizing different social media channels for different purposes. Troise and Camilleri (2020) contend that they are using them to promote their products or services and/or to convey commercial information to their stakeholders. Chapter 11 appraises the materiality of the corporations’ integrated disclosures of financial and non-financial performance. Rodríguez-Gutiérrez (2020) identifies the key determinants for the materiality of integrated reports.Chapter 12 describes various electronic marketing (emarketing) practices of micro, small and medium sized enterprises in India. Singh, Kumar and Kalia (2020) conclude that Indian owner-managers are not always engaging with their social media followers in a professional manner. Chapter 13 suggests that there is scope for small enterprises to use Web 2.0 technologies and associated social media applications for branding, advertising and corporate communication. Oni (2020) maintains that social media may be used as a marketing communications tool to attract customers and for internal communications with employees. Chapter 14 shed light on the online marketing tactics that are being used for corporate communication purposes. Hajarian, Camilleri, Diaz and Aedo (2020) outline different online channels including one-way and two-way communication technologies.

Endorsements

“Digital communications are increasingly central to the process of building trust, reputation and support.  It’s as true for companies selling products as it is for politicians canvasing for votes.  This book provides a framework for understanding and using online media and will be required reading for serious students of communication”.

Dr. Charles J. Fombrun, Former Professor at New York University, NYU-Stern School, Founder & Chairman Emeritus, Reputation Institute/The RepTrak Company.

“This book has addressed a current and relevant topic relating to an important aspect of digital transformation. Various chapters of this book provide valuable insights about a variety of issues relating to “Strategic Corporate Communication in the Digital Age”. The book will be a useful resource for both academics and practitioners engaged in marketing- and communications-related activities. I am delighted to endorse this valuable resource”.

Dr. Yogesh K. Dwivedi, Professor at the School of Management at Swansea University, UK and Editor-in-Chief of the International Journal of Information Management.

“This title covers a range of relevant issues and trends related to strategic corporate communication in an increasingly digital era. For example, not only does it address communication from a social media, balanced scorecard, and stakeholder engagement perspective, but it also integrates relevant contemporary insights related to SMEs and COVID-19. This is a must-read for any corporate communications professional or researcher”.

Dr. Linda Hollebeek, Associate Professor at Montpellier Business School, France and Tallinn University of Technology, Estonia.

“Corporate communication is changing rapidly, and digital media represent a tremendous opportunity for companies of all sizes to better achieve their communication goals. This book provides important insights into relevant trends and charts critical ways in which digital media can be used to their full potential” 

Dr. Ulrike Gretzel, Director of Research at Netnografica and Senior Fellow at the Center for Public Relations, University of Southern California, USA.

“This new book by Professor Mark Camilleri promises again valuable insights in corporate communication in the digital era with a special focus on Corporate Social Responsibility. The book sets a new standard in our thinking of responsibilities in our digital connected world”. 

Dr. Wim Elving, Professor at Hanze University of Applied Sciences, Groningen, The Netherlands. 

References

Allen, K.A. Sven, G.T., Marwan, S. & Arslan, G. (2020). Trust and belonging in individual and organizational relationships. In Camilleri, M.A. (Ed.), Strategic Corporate Communication in the Digital Age, Emerald, UK.

Butler, A. Camilleri, M.A., Creed, A. & Zutshi, A. (2020). The use of mobile learning technologies for corporate training and development: A contextual framework. In Camilleri, M.A. (Ed.), Strategic Corporate Communication in the Digital Age, Emerald, UK.

Camilleri, M.A. (2020). Strategic dialogic communication through digital media during COVID-19. In Camilleri, M.A. (Ed.), Strategic Corporate Communication in the Digital Age, Emerald, UK.

Camilleri, M.A. & Isaias, P. (2020). The businesses’ interactive engagement through digital media. In Camilleri, M.A. (Ed.), Strategic Corporate Communication in the Digital Age, Emerald, UK.

Capriotti, P., Zeler, I. & Camilleri, M.A. (2020). Corporate communication through social networks: The identification of key dimensions for dialogic communication. In Camilleri, M.A. (Ed.), Strategic Corporate Communication in the Digital Age, Emerald, UK.

Hajarian, M., Camilleri, M.A.. Diaz, P & Aedo, I. (2020). A taxonomy of online marketing methods for corporate communication. In Camilleri, M.A. (Ed.), Strategic Corporate Communication in the Digital Age, Emerald, UK.

Mogaji, E., Watat, J.K., Olaleye, S.A. & Ukpabi, D. (2020). Recruit, retain and report: UK universities’ strategic communication with stakeholders on Twitter. In Camilleri, M.A. (Ed.), Strategic Corporate Communication in the Digital Age, Emerald, UK.

Oliveira, C., Martins, A., Camilleri, M.A. & Jayantilal, S. (2020). Using the balanced scorecard for strategic communication and performance management. In Camilleri, M.A. (Ed.), Strategic Corporate Communication in the Digital Age, Emerald, UK.

Oni, O. (2020). Small and medium sized enterprises’ engagement with social media for corporate communication. In Camilleri, M.A. (Ed.), Strategic Corporate Communication in the Digital Age, Emerald, UK.

Riboldazzi, S. & Capriello, A. (2020). Large-scale retailers, digital media and in-store communications. In Camilleri, M.A. (Ed.), Strategic Corporate Communication in the Digital Age, Emerald, UK.

Rios Marques, I., Casais, B. & Camilleri, M.A. (2020). The effect of macro celebrity and micro influencer endorsements on consumer-brand engagement on Instagram. In Camilleri, M.A. (Ed.), Strategic Corporate Communication in the Digital Age, Emerald, UK.

Rodríguez-Gutiérrez, P. (2020). Corporate communication and integrated reporting: the materiality determination process and stakeholder engagement in Spain. In Camilleri, M.A. (Ed.), Strategic Corporate Communication in the Digital Age, Emerald, UK.

Singh, T., Kumar, R. & Kalia, P. (2020). E-marketing practices of micro, small and medium sized enterprises. Evidence from India. In Camilleri, M.A. (Ed.), Strategic Corporate Communication in the Digital Age, Emerald, UK.

Troise, C. & Camilleri, M.A. (2020). The use of the digital media for marketing, CSR communication and stakeholder engagement. In Camilleri, M.A. (Ed.), Strategic Corporate Communication in the Digital Age, Emerald, UK.

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Filed under Analytics, Big Data, Business, corporate communication, Corporate Social Responsibility, COVID19, CSR, digital media, Integrated Reporting, internet technologies, internet technologies and society, Marketing, Mobile, mobile learning, online, performance management, Small Business, SMEs, social media, Stakeholder Engagement, Sustainability, Web

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June 3, 2020 · 8:46 am

Top social media platforms

Image by Sara Kurfeß

Many online users have subscribed to different social media, including Facebook, YouTube, Instagram, Twitter and LinkedIn, among others for different reasons. Individuals and groups use them to publish their ideas in writing, images or videos. They also enable them to share hyperlinks to articles, pictures and videos. There are social media users who like to follow the updates of their friends, colleagues, acquaintances or individuals who share their interests. Very often, the news is broadcast through social networks and is disseminated in a viral manner through the social media users’ likes or shares before it is covered by the traditional media like television and newspapers. Online users may be intrigued to use the social media create their social network, or to join virtual communities. They may do so to connect with other individuals who shared their interests and values. Many online users have subscribed to different social media, including Facebook, Youtube, Instagram, Twitter and Linkedin, among others for different reasons.

Currently, Facebook has 2.45 billion users. Other popular social media networks include Instagram (1 billion users), Reddit (430 million users), Snapchat (360 million users), Twitter (330 million users), Pinterest (322 million users) and Linkedin (310 million users).

Individuals and groups use these social media to publish their ideas in writing, images or videos. They also enable them to share hyperlinks to articles, pictures and videos. There are social media users who like to follow the updates of their friends, colleagues, acquaintances or individuals who share their interests. Very often, the news is broadcast through social networks and is disseminated in a viral manner through the social media users’ likes or shares before it is covered by the traditional media like television and newspapers. Online users may be intrigued to use the social media create their social network, or to join virtual communities. They may do so to connect with other individuals who shared their interests or values.

Facebook is used by various organisations, including businesses to engage with its users. For example, different businesses are creating interactive pages and groups to disseminate information about their products and services. They utilise Facebook Messenger, or live videos to enhance their communications. Facebook is also used by academics to enhance the visibility of their publications and to raise awareness about the findings from their research. However, individuals use this medium to keep in touch with friends, colleagues, classmates, former classmates, former co-workers, and with other individuals who may share similar interests.

Like Facebook, other social media, including Twitter can be used to target large audiences and communities. Twitter is a platform that is based on topical content. Generally, its users are encouraged to use keywords and hashtags on particular topics, in particular locations. Twitter is restricted with a 280-character limit. Therefore, its subscribers have to post short, focused messages with relevant content that appeals to their followers. Moreover, they are expected to dedicate time to look after their account as they need to respond to their followers to avoid negative criticism. However, it allows direct, two-way communications among subscribers. Hence, it can be used to engage in interactive conversations with other users. Other digital networks include Instagram, Snapchat and Pinterest.  Instagram and Pinterest are focused on the dissemination of images and visual content. Like Instagram, Snapchat also features videos and user-generated content and may include influencer marketing material. On the other hand, Reddit appeals to more than 150,000 communities and niches, who share similar interests on various topics.

The usage of social media has radically influenced the style of communication and the dissemination of knowledge and information. Platforms can be personalised, self-managed and interconnected as they can blend written content with images, videos and hyperlinks. This disruptive innovation has led individuals from different demographic segments in society, to refine their digital and communication skills. It is obvious that social media has impacted our way of thinking, talking and even our social lives.

This is an excerpt from one of my latest working papers entitled; “The impact of social media and fake news on socio-political contexts”.

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April 15, 2019 · 3:35 pm

Announcing a Call for Chapters (for Springer)

Call for Chapters

Strategic Corporate Communication and Stakeholder Engagement in the Digital Age

 

Abstract submission deadline: 30th June 2019 (EXTENDED to the 30th September 2019)
Full chapters due: 31st December 2019

 

Background

The latest advances in technologies and networks have been central to the expansion of electronic content across different contexts. Contemporary communication approaches are crossing boundaries as new media are offering both challenges and opportunities. The democratisation of the production and dissemination of information via the online technologies has inevitably led individuals and organisations to share content (including images, photos, news items, videos and podcasts) via the digital and social media. Interactive technologies are allowing individuals and organisations to co-create and manipulate electronic content. At the same time, they enable them to engage in free-flowing conversations with other online users, groups or virtual communities (Camilleri, 2017). Innovative technologies have empowered the organisations’ stakeholders, including; employees, investors, customers, local communities, government agencies, non-governmental organisations (NGOs), as well as the news media, among others. Both internal and external stakeholders are in a better position to scrutinise the organisations’ decisions and actions. For this reason, there is scope for the practitioners to align their corporate communication goals and activities with the societal expectations (Camilleri, 2015; Gardberg & Fombrun, 2006). Therefore, organisations are encouraged to listen to their stakeholders. Several public interest organisations, including listed businesses, banks and insurance companies are already sharing information about their financial and non-financial performance in an accountable and transparent manner. The rationale behind their corporate disclosures is to develop and maintain strong and favourable reputations among stakeholders (Camilleri, 2018; Cornelissen, 2008). The corporate reputation is “a perceptual representation of a company’s past actions and future prospects that describe the firm’s overall appeal to all of its key constituents when compared to other leading rivals” (Fombrun, 1996).

Business and media practitioners ought to be cognisant about the strategic role of corporate communication in leveraging the organisations’ image and reputation among stakeholders (Van Riel & Fombrun, 2007). They are expected to possess corporation communication skills as they need to forge relationships with different stakeholder groups (including employees, customers, suppliers, investors, media, regulatory authorities and the community at large). They have to be proficient in specialist areas, including; issues management, crises communication as well as in corporate social responsibility reporting, among other topics. At the same time, they should be aware about the possible uses of different technologies, including; artificial intelligence, augmented and virtual reality, big data analytics, blockchain and internet of things, among others; as these innovative tools are disrupting today’s corporate communication processes.

 

Objective

This title shall explain how strategic communication and media management can affect various political, economic, societal and technological realities. Theoretical and empirical contributions can shed more light on the existing structures, institutions and cultures that are firmly founded on the communication technologies, infrastructures and practices. The rapid proliferation of the digital media has led both academics and practitioners to increase their interactive engagement with a multitude of stakeholders. Very often, they are influencing regulators, industries, civil society organisations and activist groups, among other interested parties. Therefore, this book’s valued contributions may include, but are not restricted to, the following topics:

 

Artificial Intelligence and Corporate Communication

Augmented and Virtual Reality in Corporate Communication

Blockchain and Corporate Communication

Big Data and Analytics in Corporate Communication

Branding and Corporate Reputation

Corporate Communication via Social Media

Corporate Communication Policy

Corporate Culture

Corporate Identity

Corporate Social Responsibility Communications

Crisis, Risk and Change Management

Digital Media and Corporate Communication

Employee Communications

Fake News and Corporate Communication

Government Relationships

Integrated Communication

Integrated Reporting of Financial and Non-Financial Performance

Internet Technologies and Corporate Communication

Internet of Things and Corporate Communication

Investor Relationships

Issues Management and Public Relations

Leadership and Change Communication

Marketing Communications

Measuring the Effectiveness of Corporate Communications

Metrics for Corporate Communication Practice

Press and Media Relationships

Stakeholder Management and Communication

Strategic Planning and Communication Management

 

This publication shall present the academics’ conceptual discussions that cover the contemporary topic of corporate communication in a concise yet accessible way. Covering both theory and practice, this publication shall introduce its readers to the key issues of strategic corporate communication as well as stakeholder management in the digital age. This will allow prospective practitioners to critically analyse future, real-life situations. All chapters will provide a background to specific topics as the academic contributors should feature their critical perspectives on issues, controversies and problems relating to corporate communication.

This authoritative book will provide relevant knowledge and skills in corporate communication that is unsurpassed in readability, depth and breadth. At the start of each chapter, the authors will prepare a short abstract that summarises the content of their contribution. They are encouraged to include descriptive case studies to illustrate real situations, conceptual, theoretical or empirical contributions that are meant to help aspiring managers and executives in their future employment. In conclusion, each chapter shall also contain a succinct summary that should outline key implications (of the findings) to academia and / or practitioners, in a condensed form. This will enable the readers to retain key information.

 

Target Audience

This textbook introduces aspiring practitioners as well as under-graduate and post-graduate students to the subject of corporate communication – in a structured manner. More importantly, it will also be relevant to those course instructors who are teaching media, marketing communications and business-related subjects in higher education institutions, including; universities and colleges. It is hoped that course conveners will use this edited textbook as a basis for class discussions.

 

Submission Procedure

Senior and junior academic researchers are invited to submit a 300-word abstract on or before the 30th June 2019. Submissions should be sent to Mark.A.Camilleri@um.edu.mt. Authors will be notified about the editorial decision during July 2019. The length of the chapters should be between 6,000- 8,000 words (including references, figures and tables). These contributions will be accepted on or before the 31st December 2019. The references should be presented in APA style (Version 6). All submitted chapters will be critically reviewed on a double-blind review basis. The authors’ and the reviewers’ identities will remain anonymous. All authors will be requested to serve as reviewers for this book. They will receive a notification of acceptance, rejection or suggested modifications – on or before the 15th February 2020.

Note: There are no submission or acceptance fees for the publication of this book. All abstracts / proposals should be submitted via the editor’s email.

 

Editor

Mark Anthony Camilleri (Ph.D. Edinburgh)
Department of Corporate Communication,
Faculty of Media and Knowledge Sciences,
University of Malta, MALTA.
Email: mark.a.camilleri@um.edu.mt

 

Publisher

Following the double-blind peer review process, the full chapters will be submitted to Springer Nature for final review. For additional information regarding the publisher, please visit https://www.springer.com/gp. This prospective publication will be released in 2020.

 

Important Dates

Abstract Submission Deadline:          30th June 2019 30th September 2019
Notification of Acceptance:               31st July 2019 31st October 2019

Full Chapters Due:                             31st December 2019

Notification of Review Results:         15th February 2020
Final Chapter Submission:                 31st March 2020

Final Acceptance Notification:          30th April, 2020

References

Camilleri, M.A. (2015). Valuing Stakeholder Engagement and Sustainability Reporting. Corporate Reputation Review, 18(3), 210-222. https://link-springer-com.ejournals.um.edu.mt/article/10.1057/crr.2015.9

Camilleri, M.A. (2017). Corporate Sustainability, Social Responsibility and Environmental Management, Cham, Switzerland: Springer Nature. https://www.springer.com/gp/book/9783319468488

Camilleri, M.A. (2018). Theoretical Insights on Integrated Reporting: The Inclusion of Non-Financial Capitals in Corporate Disclosures. Corporate Communications: An International Journal, 23(4), 567-581. https://www.emeraldinsight.com/doi/full/10.1108/CCIJ-01-2018-0016

Cornelissen, J.P. (2008). Corporate Communication. The International Encyclopedia of Communication. https://onlinelibrary.wiley.com/doi/abs/10.1002/9781405186407.wbiecc143.pub2

Fombrun, C.J. (1995). Reputation: Realizing Value from the Corporate Image. Cambridge, MA, USA: Harvard Business School Press.

Gardberg, N.A., & Fombrun, C. J. (2006). Corporate Citizenship: Creating Intangible Assets across Institutional Environments. Academy of Management Review, 31(2), 329-346. https://journals.aom.org/doi/abs/10.5465/AMR.2006.20208684

Van Riel, C.B., & Fombrun, C.J. (2007). Essentials of Corporate Communication: Implementing Practices for Effective Reputation Management. Oxford, UK: Routledge. http://repository.umpwr.ac.id:8080/bitstream/handle/123456789/511/Essentials%20of%20Corporate%20Communication.pdf?sequence=1

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January 21, 2019 · 10:38 am

The Users’ Perceptions of the Electronic Government’s (e-gov) Services

This is an excerpt from one of my latest conference papers entitled; “Exploring the Behavioral Intention to Use E-Government Services: Validating the Unified Theory of Acceptance and Use of Technology”.

How to Cite: Camilleri, M.A. (2019). Exploring the Behavioral Intention to Use E-Government Services: Validating the Unified Theory of Acceptance and Use of Technology. In Kommers, P., Hui, W., Isaias, P., & Tomayess, I. (Eds) 9th International Conference on Internet Technologies & Society, Lingnan University, Hong Kong (February 2019), International Association for Development of the Information Society.

The information and communication technologies (ICTs) as well as other web-based technologies can enhance the effectiveness, economies and efficiencies of service delivery in the public sector. Therefore, many governments are increasingly using the digital and mobile media to deliver public services to online users (Zuiderwijk Janssen & Dwivedi. 2015). The electronic or mobile government services (e-gov) are facilitators and instruments that are intended to better serve all levels of the governments’ operations, including its departments, agencies and their employees as well as individual citizens, businesses and enterprises (Rana & Dwivedi, 2015). The governments may use information and communication technologies, including computers, websites and business process re-engineering (BPR) to interact with their customers (Isaías, Pífano & Miranda, 2012; Weerakkody, Janssen & Dwivedi, 2011). E-gov services involve the transformational processes within the public administration; that add value to the governments’ procedures and services through the introduction and continued appropriation of information and communication technologies, as a facilitator of these transformations. These government systems have improved over the years.  In the past, online users relied on one-way communications, including emails. Today, online users may engage in two-way communications, as they communicate and interact with the government via the Internet, through instant-messaging (IM), graphical user interfaces (GUI) or audio/video presentations.

Traditionally, the public services were centered around the operations of the governments’ departments. However, e-governance also involves a data exchange between the government and other stakeholders, including the businesses and the general public (Rana & Dwivedi, 2015). The advances in technology have led to significant improvements in the delivery of service quality to online users (Isaías et al., 2012). As e-government services become more sophisticated, the online users will be intrigued to interact with the government as e-services are usually more efficient and less costly than offline services that are delivered by civil servants. However, there may be individuals who for many reasons, may not have access to computers and the internet. Such individuals may not benefit of the governments’ services as other citizens. As a result, the digital divide among citizens can impact their socio-economic status (Ebbers, Jansen & van Deursen, 2016). Moreover, there may be individuals who may be wary of using e-government systems. They may not trust the e-gov sites with their personal information, as they may be concerned on privacy issues. Many individuals still perceive the governments’ online sites as risky and unsecure.

This contribution addresses a knowledge gap in academic literature as it examines the online users’ perceptions on e-gov systems. It relies on valid and reliable measures from the Unified Theory of Acceptance and Use of Technology (UTAUT) (Zuiderwijk et al., 2015; Wang & Shih, 2009; Venkatesh, Morris, Davis & Davis, 2003;2012) to explore the respondents ’attitudes toward performance expectancy, effort expectancy, social influences, facilitating conditions as well as their intentions to use the governments’ electronic services. Moreover, it also investigates how the demographic variables, including age, gender and experiences have an effect on the UTAUT constructs.. In a nutshell, this research explains the causal path that leads to the online users’ acceptance and use of e-gov.

References

Ebbers, W. E., Jansen, M. G., & van Deursen, A. J. 2016. Impact of the digital divide on e-government: Expanding from channel choice to channel usage. Government Information Quarterly, Vol. 33, No. 4, pp. 685-692.

Isaías, P., Pífano, S., & Miranda, P. (2012). Web 2.0: Harnessing democracy’s potential. In Public Service, Governance and Web 2.0 Technologies: Future Trends in Social Media (pp. 223-236). IGI Global.

Rana, N. P., & Dwivedi, Y.K. 2015. Citizen’s adoption of an e-government system: Validating extended social cognitive theory (SCT). Government Information Quarterly, Vol. 32, No. 2, pp. 172-181.

Venkatesh, V., Morris, M.G., Davis, G.B., & Davis, F. D. 2003. User acceptance of information technology: Toward a unified view. MIS Quarterly, pp. 425-478.

Venkatesh, V., Thong, J.Y., & Xu, X. 2012. Consumer acceptance and use of information technology: extending the unified theory of acceptance and use of technology. MIS Quarterly, pp. 157-178.

Wang, Y.S., & Shih, Y.W. (2009). Why do people use information kiosks? A validation of the Unified Theory of Acceptance and Use of Technology. Government Information Quarterly, Vol. 26, No. 1, pp. 158-165.

Weerakkody, V., Janssen, M., & Dwivedi, Y. K. 2011. Transformational change and business process reengineering (BPR): Lessons from the British and Dutch public sector. Government Information Quarterly, Vol. 28, No. 3, pp. 320-328.

Zuiderwijk, A., Janssen, M., & Dwivedi, Y.K. 2015. Acceptance and use predictors of open data technologies: Drawing upon the unified theory of acceptance and use of technology. Government Information Quarterly, Vol. 32, No. 4, pp. 429-440.

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