The Technology Readiness Index (TRI), a 36-item scale to measure people's propensity to embrace and use cutting-edge technologies, was published in the Journal of Service Research over a decade ago. Researchers have since used it in a variety of contexts in over two dozen countries. Meanwhile, several revolutionary technologies (mobile commerce, social media, and cloud computing) that were in their infancy just a decade ago are now pervasive and significantly impacting people's lives. Based on insights from extensive experience with the TRI and given the significant changes in the technology landscape, the authors undertook a two-phase research project to update and streamline the TRI. After providing a brief overview of technology readiness and the original TRI, this article (a) describes the multiple research stages and analyses that produced TRI 2.0, a 16-item scale; (b) compares TRI 2.0 with the original TRI in terms of content, structure, and psychometric properties; and (c) demonstrates TRI 2.0's reliability, validity, and usefulness as a customer segmentation tool. The article concludes with potential applications of TRI 2.0 and directions for future research.

Purpose The purpose of this study is to explore the role of culture-specific socialization factors such as antecedents to technology readiness index (TRI) scale to understand the adoption of cutting-edge technologies among teenagers. Design/methodology/approach The conceptual model was empirically tested using survey data from 381 teenagers. The data were analyzed using structural equation modeling. Findings Parent–child communication, peers, media and self-construal have varying influence on technology readiness of teenagers. The effects of parent–child interactions are mediated by self-construal, which reaffirms the importance of identity during adolescence. Research limitations/implications The culture-specific characteristics are critical antecedents to teenagers’ TRI. Moreover, the TRI 2.0 scale needs minor refinement to address culturally diverse marketplace where people are less familiar with the technical terms used in developed countries and display low levels of technology awareness. Practical implications Marketers need to tailor their communication strategies to have a strong presence on digital media to engage with teenagers. Firms should utilize media for providing information and develop content that should resonate with teens and potentially enhances their online impression to increase the adoption of technology. Originality/value This is the first study to investigate the antecedents of technology readiness of teenagers in an emerging market. The study uses a multidisciplinary approach to examine culture-dependent factors using theories from marketing literature (consumer socialization theory) and developmental psychology (self-construal).

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SCUnTV CIAMPICATMI OF TWOs Pa ob Df ome* mpact were the size of the direct-mail campaign, the type of design used to evaluate impact, the extent to which the materials appealed to target group members, and the recruiting environment in which the field test was conducted. 1 z S/N 0102 LF. 014-6601 UNC LSSIFIED SUCUMDT1 CLAMICATION OF TWOS PASU4U Ska Sodw.4 FOREWORD This research was performed under engineering development subproject Z1252-PN.01 (Revised Recruiting Systems). It was sponsored by the Chief of Naval Operations Counter Attrition Task Force. The objective of the subproject was to develop and test marketing strategies for recruiting a target population of 19-to 23-year-old, unmarried, nonpriorservice, male high school graduates. This is the third of three reports that describe the development and evaluation of recruiting techniques designed to reach the 19-to 23-year-old age group. The first report (NPRDC SR 82-22) identified peer networking and direct-mail marketing as two promising strategies. The second report (NPRDC SR 83-11) described the peer networking strategy based on expanded use of the Navy's Recruiting Assistance Program. This report describes the test and evaluation of the direct-mail marketing strategy in recruiting 19-to 23-year-olds into the Navy. Test and evaluation of the direct-mail strategy were conducted under contract N00123-79-C-1511 with Westat, Inc. The contract officer's technical representatives were Raye Newmen and Kathleen Fernandes.

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