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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This paper aims to explore the adoption of cashless, card-based gaming machine payment systems from the organisational perspective, with an emphasis on the role of employees as change agents. Design/methodology/approach -In a qualitative research approach, semi-structured interviews with 14 registered club employees or change agents form the basis of analysis. Findings -A typology of change agent involvement in the successful customer adoption of payment innovations is proposed. Agents' capacity to recognise and respond to customer needs is the first theme identified and discussed. An ability to reflect on the effect of customer adoption of cashless mechanisms on their role and responsibilities constitutes the second skill, and their perception of the consequences of use for the organisation and its customers represents the highest order change agent skill in the adoption process.Research limitations/implications -The exploratory nature of this qualitative study limits the generalisability of the findings to gaming machine venues that share similar contextual features. Practical implications -The club employees interviewed are found to be potentially effective agents of change who readily observe and respond to the needs of gambling customers and can relate these to specific operational impacts. Opportunities for genuine employee participation in the diffusion process beyond the communication and adoption stages would, it is concluded, improve outcomes in the rate of adoption, range of customer use and the process of product development and enhancement. Originality/value -This paper applies a typology of change agent roles in a service industry context, acknowledging the unique relationship that club employees have with customers. It highlights how this can be leveraged to improve new product development and customer adoption.

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A possible relationship exists between heightened accessibility to gambling and the development and maintenance of gambling problems amongst employees at gambling venues. This paper takes an interpretive approach to exploring how working in a gambling venue influences accessibility to gambling. Semi-structured telephone interviews were conducted with 40 hotel and club employees in Victoria, Australia. Data were analysed along three key dimensions of accessibility to gambling. In terms of physical accessibility, respondents generally felt shiftwork and split shifts heavily influence the times staff are likely to access gambling facilities. Aspects of social accessibility, including familiarity and comfort of gambling in the workplace, encouragement by other staff, and workplace cultures that do not deter staff gambling, were considered encouraging influences. Cognitive accessibility (or knowledge and understanding about gambling) was heightened by enhanced knowledge of gambling products and processes, greater knowledge of jackpot levels, a desire to know what competing venues are offering, and cognitive distortions around winning.