General rightsThis document is made available in accordance with publisher policies. Please cite only the published version using the reference above. Full terms of use are available: http://www.bristol.ac.uk/pure/about/ebr-terms which has been criticized for having a deterministic approach without much consideration for users' individual characteristics. Therefore, this study applied the Unified Theory of Acceptance and Use of Technology (UTAUT), extended with more consumer-related constructs, to explore the factors affecting non-users' intentions to adopt RMP in the UK. Quantitative data was collected (n=268) and structural equation modeling was undertaken. The findings revealed that performance expectancy, social influence, innovativeness, and perceived risk significantly influenced non-users' intentions to adopt RMP, whereas effort expectancy did not. Inclusion of MP knowledge as a moderating variable revealed that there was a significant difference in the effect of trust on behavioral intention for those who knew about MP than for those who did not.These findings have important theoretical and practical implications, particularly for the development and marketing of RMP which will support the long-term success of mobile commerce.

Purpose – The adoption of lean operational practices and independently the uptake of business practices related to sustainability and corporate social responsibility continues to grow. Past research has hinted at relationships between these two areas – suggesting that “lean is green” (e.g. Florida, 1996). The lean mantra of waste reduction and “doing more with less” is immediately apparent as delivering environmental benefits and has formed the basis of past research (e.g. Hughes, 2012). Almost all research linking lean operations or lean supply chains to sustainability issues have focused exclusively on environmental impact. The purpose of this paper is to explore the broader sustainability benefits of lean operations. Design/methodology/approach – The paper uses a longitudinal multi-year (up to four years observation), multi-case analysis (n=5). Findings – The paper reports that lean operations meet a wide range of sustainability outcomes beyond environmental benefits (including supply monitoring, transparency, workforce treatment, and community engagement). The paper specifies the internal and external policies, procedures, tools, and strategies for implementation of lean and sustainable operations management (OM). This is encapsulated in the development of a stage-based theoretical model of lean-sustainability. Further, it is proposed that lean implementation and sustainability performance are in fact interlinked. Originality/value – Past research on the role of lean operations in improving sustainably has focused almost exclusively on environmental benefits accruing from toolkit/workplace level waste reduction. This paper demonstrates that lean provides more than a toolkit (a philosophy and strategic direction) and that this meets a wide range of sustainable outcomes. This finding makes major contributions to conceptualising how lean operations influence sustainability outcomes. The paper develops the first integrative stage-based model of lean and sustainable OM.

Exploring consumer adoption of proximity mobile payments The widespread penetration of proximity mobile payment systems could drastically change the methods in which consumers purchase goods and services. However, earlier forecasts of the success of these systems have been substantially reduced due to lower than anticipated uptake of the supporting Near Field Communication (NFC) technology. This study explores the potential of a new model of consumer technology adoption, and its extension with trust and risk constructs, in explaining non-users' adoption of proximity mobile payments. Analysis of data collected from 244 UK consumers reveals that the extended model explains more variance in behavioural intention, but performance expectancy remains the strongest predictor across both models. The findings provide new and important theoretical and practical contributions, particularly for strategic development and marketing of proximity mobile payments in the UK.

Purpose -Service businesses are struggling with customer demands for better quality service and managerial demands for cost reduction. There is evidence to suggest that service businesses are in practice failing on both these counts, seeing increased costs and reductions in service quality. The application of lean production approaches to the service context has been suggested as a means to resolve these problems, reducing costs and improving quality. Despite the validation of lean approaches in the product-service context, the application of lean approaches in the pure service environment remains largely untested. The purpose of this paper is to assess the suitability of lean production methodologies in the pure service context. Design/methodology/approach -Three financial service companies in the UK were followed through a common programme of lean transformation. The improvements observed in each company were recorded. The change programme is evaluated to determine the "leanness" of the initiatives. The suitability of lean for the service context is discussed. Findings -The paper's findings highlight significant improvements in quality and cost positions with minimal investment through adoption of lean tools in the pure service context. The paper proposes the suitability of basic lean methodologies such as value understanding, process mapping and problem solving for the pure service context. Originality/value -The lean approach is well established in the manufacturing sector and certain product-service contexts. Evidence on lean in pure service environments is very limited. The paper addresses this shortcoming.

PurposeThere are two objectives of this paper: first, to examine the application of lean production improvement techniques to the pure‐service context; and, second, to evaluate the contribution of lean production techniques to services marketing improvement.Design/methodology/approachThree case companies from the UK financial services sector are tracked through the process of lean improvement. Analysis of management change of a common process within each company forms the basis of the investigation.FindingsResearch findings highlight that, through the adoption of lean service tools, service call centres can serve the traditionally competing priorities both of operational cost reduction and of increased customer service quality. The lean approach is validated in the service context and proposed as a valuable addition to traditional service marketing approaches to services improvement.Practical implicationsThe techniques described are easily replicable by academics, practitioners and managers and can be applied to a wide range of service centres or service businesses. In the contemporary marketplace, the difficulty of delivering quality service at any costs suggests that there is a great opportunity for the business that can deliver better service at a reduced cost of operation.Originality/valueLean transformation in the manufacturing sector is well established. However, the use of lean improvement tools to improve the quality of service delivery within the service sector is relatively new, with limited understanding of approaches and benefits in the academic or managerial arenas. In addition, coverage of lean tools is still rare in the marketing literature.