1,721,026 research outputs found
Doolin, Bill
No full textLetter from P. S. Nagle, U. S. Marshal for Oklahoma Territory, asking authority to pay funeral bills for Bill Doolin, and enclosing two bills. Doolin had escaped from jail on July 5, 1896, and was killed by Deputy Heck Thpmas and posse on Aug. 24, 1896. Bills are from Dr. W. L. Rhodes, for coffin and embalming services, and from the cemetery. (file 12014-1892) 3 pages, photocopied at National Archives; GIFT-Elmer LeRoy Bake
Doolin, Bill
No full textLetter from P. S. Nagle, U. S. Marshal , Oklahoma Territory, concerning death of Bill Doolin on Aug. 24, 1896 while resisting arrest by Deputy Heck Thomas and posse, (file 12014-1892) Letter addressed to the Attorney General, Washinton, D. C., Sept. 14, 1896. 2 pages, photocopied at National Archives; gift-Elmer LeRoy Bake
Doolin, Bill
No full textLetter to Elmer L. Baker from James B. Rhoads, National Archives, Washington, D. C. Information concerning photocopies of documents concerning Doolin & Belle Starr sent to Mr. Baker. Also notation that no information had been located concerning James Hutchins. 1 page, original; gift-Elmer LeRoy Bake
Factors Influencing the Adoption and Usage of Internet Banking: A New Zealand Perspective
No full textAlthough the offering of financial products and services over the Internet by banks and financial institutions continues to spread, reports on Internet banking show that the adoption and usage of such services by consumers are low. Further, relatively little empirical research has been carried out to examine factors influencing users' adoption or use of Internet banking services, particularly in New Zealand. Hence, there is a need to identify relevant factors that influence New Zealand's bank customers' intentions to use Internet banking. This research used two commonly applied and empirically supported models of information technology adoption to achieve this objective. In this study, Davis's (1989) technology acceptance model (TAM) is extended by two external variables, namely risk and self-efficacy. The second model used is a reduced version of Moore and Benbasat's (1991) perceived characteristics of innovation (PCI) model, without the image and voluntariness constructs. A questionnaire was used to conducting a postal survey of 1000 individuals in Auckland, New Zealand. Out of 163 responses received 157(15.7%) were usable and with this data both research models were tested.The results reveal that perceived usefulness, perceived ease of use, self-efficacy, relative advantage, compatibility, and result demonstrability have a significant association with intention to use Internet banking, while risk, visibility and trialability are not significant. Both the modified TAM and PCI models used in the study have a similar explanatory power of slightly over 20% of the variance in intention. In the TAM model, perceived usefulness and self-efficacy are significant variables, while compatibility is the only variable significant for the PCI model. Further, results indicate that users' perceptions of various aspects of Internet banking are more positive than non-users' perceptions, except for risk.The results of this study indicate that both TAM and PCI have low capabilities in explaining the variances in users' intention to adopt or use Internet banking services. Therefore, further studies are recommended to examine the performance of these models in Internet banking studies and also to improve the prediction power of these models by incorporating additional constructs. Although risk is found to be insignificant in this study, considering results of prior studies, further studies are required to examine its influence on intention.For banks point of view, banks should consider launching campaigns to demonstrate the usefulness and benefits. Once users perceive that advantages outweigh disadvantages, they are more likely to adopt or use Internet banking. Additionally, banks must make continuous effort to understand consumers' requirement and design and deliver their products and services in such a way that it is consistent with customers' requirements, beliefs and the way customers are accustomed to work. Banks website should facilitate customers with a 'one stop comprehensive financial' service. Banks can arrange hands-on training for prospective users to enhance their self-efficacy or may pay additional interest on online-deposit accounts (can be access through Internet only). Besides promoting services, banks need to invest in staff education and training and be equipped with advanced computer technology
Integrating customer relationship management with data warehousing technology: a banking industry perspective
No full textThis research studies the integration of customer relationship management -CRM-with modern data warehousing -DW- technology in the banking industry. The severe competition within the global financial service industry urges banks to upgrade their business intelligence systems, which ultimately increases their performance. Being the cutting-edge mass data solution, DW technology plays an increasingly important role in the customer segmentation process. In the context of such an environment, this study seeks to analyse the optimal implementation approach for integrating CRM with DW, using case study as the main research method. Five secondary cases and one primary case are studied. Secondary cases are selected with pre-determined criteria from the existing literature. The primary case is generated through an interview with one of the leading commercial banks in China. Based on the findings from both secondary and primary cases, the dissertation systematically reviews the critical issues of the implementation process. These critical factors are discussed in two main categories: external factors and internal factors. In addition, the customer segmentation process, which is the most important function of CRM, is analysed from both managerial and operational levels. DW infrastructures from different cases are compared and contrasted. This research contributes to both academic research and industry practice through the empirical findings and analysis. Further research on the conceptual and technological framework developed is also needed, as they are the important factors to the success of DW technology implementation
Factors influencing the adoption and usage of internet banking: a New Zealand perspective
No full textAlthough the offering of financial products and services over the Internet by banks and financial institutions continues to spread, reports on Internet banking show that the adoption and usage of such services by consumers are low. Further, relatively little empirical research has been carried out to examine factors influencing users' adoption or use of Internet banking services, particularly in New Zealand. Hence, there is a need to identify relevant factors that influence New Zealand's bank customers' intentions to use Internet banking. This research used two commonly applied and empirically supported models of information technology adoption to achieve this objective. In this study, Davis's (1989) technology acceptance model (TAM) is extended by two external variables, namely risk and self-efficacy. The second model used is a reduced version of Moore and Benbasat's (1991) perceived characteristics of innovation (PCI) model, without the image and voluntariness constructs. A questionnaire was used to conducting a postal survey of 1000 individuals in Auckland, New Zealand. Out of 163 responses received 157(15.7%) were usable and with this data both research models were tested.The results reveal that perceived usefulness, perceived ease of use, self-efficacy, relative advantage, compatibility, and result demonstrability have a significant association with intention to use Internet banking, while risk, visibility and trialability are not significant. Both the modified TAM and PCI models used in the study have a similar explanatory power of slightly over 20% of the variance in intention. In the TAM model, perceived usefulness and self-efficacy are significant variables, while compatibility is the only variable significant for the PCI model. Further, results indicate that users' perceptions of various aspects of Internet banking are more positive than non-users' perceptions, except for risk.The results of this study indicate that both TAM and PCI have low capabilities in explaining the variances in users' intention to adopt or use Internet banking services. Therefore, further studies are recommended to examine the performance of these models in Internet banking studies and also to improve the prediction power of these models by incorporating additional constructs. Although risk is found to be insignificant in this study, considering results of prior studies, further studies are required to examine its influence on intention.For banks point of view, banks should consider launching campaigns to demonstrate the usefulness and benefits. Once users perceive that advantages outweigh disadvantages, they are more likely to adopt or use Internet banking. Additionally, banks must make continuous effort to understand consumers' requirement and design and deliver their products and services in such a way that it is consistent with customers' requirements, beliefs and the way customers are accustomed to work. Banks website should facilitate customers with a 'one stop comprehensive financial' service. Banks can arrange hands-on training for prospective users to enhance their self-efficacy or may pay additional interest on online-deposit accounts (can be access through Internet only). Besides promoting services, banks need to invest in staff education and training and be equipped with advanced computer technology
Integrating customer relationship management with data warehousing technology: a banking industry perspective
No full textThis research studies the integration of customer relationship management -CRM-with modern data warehousing -DW- technology in the banking industry. The severe competition within the global financial service industry urges banks to upgrade their business intelligence systems, which ultimately increases their performance. Being the cutting-edge mass data solution, DW technology plays an increasingly important role in the customer segmentation process. In the context of such an environment, this study seeks to analyse the optimal implementation approach for integrating CRM with DW, using case study as the main research method. Five secondary cases and one primary case are studied. Secondary cases are selected with pre-determined criteria from the existing literature. The primary case is generated through an interview with one of the leading commercial banks in China. Based on the findings from both secondary and primary cases, the dissertation systematically reviews the critical issues of the implementation process. These critical factors are discussed in two main categories: external factors and internal factors. In addition, the customer segmentation process, which is the most important function of CRM, is analysed from both managerial and operational levels. DW infrastructures from different cases are compared and contrasted. This research contributes to both academic research and industry practice through the empirical findings and analysis. Further research on the conceptual and technological framework developed is also needed, as they are the important factors to the success of DW technology implementation
Mobile Commerce Adoption Across the Supply Chain in Businesses in New Zealand
No full textThis research investigates the adoption of mobile commerce (MC) technologies across the supply chain in three businesses in New Zealand that already have adopted and implemented MC. The research used the technological innovation literature and the supply chain research to develop a framework that could assist this research in its attempt to understand the EC phenomenon in the three cases. This research followed the multiple case studies design. The findings from the three case studies suggested that most of the MC applications were concentrated in the B2B side of the SC relationships. Most of the MC activities were internally focused in order to streamline internal mobile operations and processes inside the studied businesses. The clients of the interviewed businesses in this research were not involved in the different MC activities. MC in businesses in New Zealand was used to drive efficiencies in operations in order to fulfil both orders and field requests (coordination and scheduling) leading ultimately to increased customer satisfaction. This research found that MC adoption in the businesses in New Zealand was motivated by its advantages, top management support, the availability of internal IT experts and expertise, the suitability of the MC in filling a mobile gap (i.e., company’s field-force), competition, support from technology vendors in assisting and facilitating the adoption decision. The adoption of MC was hindered by its incompatibility with the business environment and the complexity of the MC technology. However, cost, pressure from buyers and suppliers and vertical linkages were unimportant as such to the adoption decision. The research highlight implications concerning MC research in businesses in New Zealand and suggest areas for further research in this innovative technology (MC). These initial insights are of great interest to businesses, researchers, and professionals interested in the adoption of MC in businesses in New Zealand and elsewhere. However, this research raise the importance of conducting more work to further assess the depth of the MC phenomenon in New Zealand and more time is needed before judging MC penetration and success in businesses in New Zealand
Mobile commerce adoption across the supply chain in businesses in New Zealand
No full textThis research investigates the adoption of mobile commerce (MC) technologies across the supply chain in three businesses in New Zealand that already have adopted and implemented MC. The research used the technological innovation literature and the supply chain research to develop a framework that could assist this research in its attempt to understand the EC phenomenon in the three cases. This research followed the multiple case studies design. The findings from the three case studies suggested that most of the MC applications were concentrated in the B2B side of the SC relationships. Most of the MC activities were internally focused in order to streamline internal mobile operations and processes inside the studied businesses. The clients of the interviewed businesses in this research were not involved in the different MC activities. MC in businesses in New Zealand was used to drive efficiencies in operations in order to fulfil both orders and field requests (coordination and scheduling) leading ultimately to increased customer satisfaction. This research found that MC adoption in the businesses in New Zealand was motivated by its advantages, top management support, the availability of internal IT experts and expertise, the suitability of the MC in filling a mobile gap (i.e., company’s field-force), competition, support from technology vendors in assisting and facilitating the adoption decision. The adoption of MC was hindered by its incompatibility with the business environment and the complexity of the MC technology. However, cost, pressure from buyers and suppliers and vertical linkages were unimportant as such to the adoption decision. The research highlight implications concerning MC research in businesses in New Zealand and suggest areas for further research in this innovative technology (MC). These initial insights are of great interest to businesses, researchers, and professionals interested in the adoption of MC in businesses in New Zealand and elsewhere. However, this research raise the importance of conducting more work to further assess the depth of the MC phenomenon in New Zealand and more time is needed before judging MC penetration and success in businesses in New Zealand
Web 2.0 and its implications for business: with case studies from Germany and New Zealand
No full textIn 2004 the phenomenon Web 2.0 becomes popular – a mindset change takes place in which ‘You’ – the Internet users – are voted person of the year 2006 by TIME magazine ("Collective intelligence - The vision", 2008; Grossman, 2006). It is not so much about the technology as it is about the people who use social networks to their advantage. Web 2.0 is a social Web that embraces technologies like AJAX; applications such as wikis, blogs and podcasts; concepts like the wisdoms of crowds, open source, tagging, Software–as-a-Service, the Long Tail, the Perpetual Beta, syndications and mashups; and furthermore is known for its intentional lack of traditional hierarchies by favouring folksonomies. For the economic world the question arises of how businesses can make use of such development that promises both innovation and collective intelligence. This dissertation presents a connection between Web 2.0 and businesses first by explaining the Web 2.0 phenomenon and second by presenting available Web 2.0 tools and concepts in the business context, known as Enterprise 2.0. Four case studies – two from Germany and two from New Zealand – show current adoptions of Enterprise 2.0, a term that might not last but some of whose issues might be placed under the category of social media or a mixture between artificial and collective intelligence in the future. Assessment of relevant literature and interviews with practitioners reveal that serious efforts of employing Web 2.0 in a business context within the TIME segment – telecommunications, information technology, media and entertainment – are present and that quite a vast potential is yet unexplored. Moreover businesses bear much more responsibility in comparison to consumers in terms of maintaining a competitive status, keeping data safe and dealing with reputation issues of the organisation they work for. The approaches towards Web 2.0 in a business sphere need to be different from those of the social sphere, yet the underlying ideas and visions remain similar. Findings of the conducted research suggest that Enterprise 2.0 progress is seemingly slow in comparison to Web 2.0. In return, Enterprise 2.0 solutions are commonly more mature than the ones known from the social sphere
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