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This research represents a theoretical extension of the Technology Acceptance Model (TAM), which IS researchers have used to explain technologies' perceived usefulness and individuals intention to use it. The authors developed a model, referred to as the Mobile Wireless Technology Acceptance Model (MWTAM), to test the relationship between theoretical constructs spanning technological influence processes (Perceived Ubiquity, and Perceived Reachability) and cognitive influence processes (Job Relevance, Perceived Usefulness, and Perceived Ease of Use) and their impact on Behavioral Intention. MWTAM is assessed using data collected from an online survey and analyzed using AMOS 5.0. Results provide evidence to support MWTAM as both the technological and cognitive influence processes accounted for 58.7% of the variance explained in an individual's Behavioral Intention toward using mobile wireless technology. Additionally, the path coefficients between constructs ranged from 0.241 to 0.572 providing further evidence to support the theoretical extension of TAM.

Organizations in many different industries employ virtual teams in a variety of contexts, including research and development, customer support, software development, and product design. Many virtual teams are geographically and culturally dispersed in order to facilitate around-the-clock work and to allow the most qualified individuals to be assigned to a project team. As such dispersion increases, virtual teams tend to experience greater and more diverse conflict compared to co-located teams. Since the dynamics of virtual team leadership are not yet well understood, research that examines how team leaders alleviate threats to team cohesion and provide strategies for conflict resolution makes significant contributions to the literature. Our study uses a survey-based methodology to examine the perceptions of 159 virtual team members employed by a large U.S. telecommunications corporation and five Korean firms involved in construction, finance, business consulting, sales, and distribution. The study integrates the dynamic model of conflict in distributed teams with the behavioral complexity in leadership theory to investigate the roles that virtual team leaders must effectively employ to reduce various forms of virtual team conflict. Our findings indicate that communication technologies are effective in reducing task conflict; however, the team leader may also mitigate task conflict by assuming the role of monitor. Likewise, process conflict may be abated in the virtual team as the leader performs coordinator activities. An effective virtual team leader exhibits specific roles to manage different types of conflict and the leader's response to conflict plays an important part in virtual team success.

Trust between client organization and cloud provider is a strong predictor of successful cloud deployment.

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