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During the last decades the economy has undergone a huge transformation in terms of telecommunication industry evolution. The use of mobile applications has been generally accepted in society but still little is known about how customers use these applications and how managers can obtain high levels of return on their investments in this domain. The Technology Acceptance Model (TAM) has been used for several years to predict the attitudes and behaviours of consumers of mobile services. However, several authors have recognized the limited applicability when it comes to explaining mobile service acceptance by customers. This paper uses a meta-analytic approach to review the acceptance of mobile services and analyse the relationships between TAM variables and consumer acceptance of mobile services. The authors searched all available academic computer databases to get a deeper understanding of this topic and uncover the most significant drivers of mobile application acceptance by consumers.

During the last decades the economy has undergone a huge transformation in terms of telecommunication industry evolution. The use of mobile applications has been generally accepted in society but still little is known about how customers use these applications and how managers can obtain high levels of return on their investments in this domain. The Technology Acceptance Model (TAM) has been used for several years to predict the attitudes and behaviours of consumers of mobile services. However, several authors have recognized the limited applicability when it comes to explaining mobile service acceptance by customers. This paper uses a meta-analytic approach to review the acceptance of mobile services and analyse the relationships between TAM variables and consumer acceptance of mobile services. The authors searched all available academic computer databases to get a deeper understanding of this topic and uncover the most significant drivers of mobile application acceptance by consumers.

In recent years, customer relationship management (CRM) has been a topic of the utmost importance for scholars and managers. Literature suggests, however, that it is difficult to demonstrate both tangible returns and also intangible attributes of these benefits, such as innovation derived from the use of CRM. The aim of the chapter is to analyze the implementation of CRM and its influence on a firm’s ability for innovation. Literature on CRM and innovation is reviewed and a theoretical model is proposed. Research findings from a sample of European companies prove that CRM is beneficial for innovation in many countries. However, there were no conclusive results from other countries. These findings have important implications in assisting organizations in their CRM initiatives for managing customer knowledge and enhancing innovation.

Customer knowledge management (CKM) has become an important topic for both academicians and practitioners in recent years as customer knowledge is vital for improving customer service and enabling the company to make appropriate strategic business decisions. CKM applications, some of which may be accessible online, support the exchange of customer knowledge. However, embedding CKM applications that customers may access within a company’s website may actually be an obstacle to the increase of e-commerce as it could cause an increase in consumers’ risk perceptions about that website, and in turn, a backward step in customer’s purchase intentions through that site. The objective of this chapter is to analyze the differences that might exist in CKM tools when they are implemented in a website and compare the results in two different moments of time 2005 and 2010. The results obtained from this research will be useful for managers to analyze which CKM initiatives are more advisable to obtain and manage customer knowledge management in the future.