|Author:||Ho, Yat Mui Wendy|
|Title:||Case study on acceptance of desktop publishing technology by Hong Kong book publishing industry|
|Subject:||Publishers and publishing -- China -- Hong Kong -- Case studies|
Hong Kong Polytechnic University -- Dissertations
|Department:||Department of Computing|
|Pages:||vi, 173 leaves : ill. ; 30 cm|
|Abstract:||Desktop publishing is becoming an increasingly important technology in publishing industry. It changes the production and management process of publishing. On one hand, it brings improvement in job performance and quality of output. On the other hand, it also brings the problems to the publisher, especially those regarding administration of computer technology. This is the objective of the present study to examine the acceptance of desktop publishing technology by book publishers. Six research issues are central to this study. The first one is to study the state-of-the-art of the desktop publishing technology adopted by book publishers. The second one is to examine the technology adoption criteria by the selected book publishers under study. The third one is to examine the impact of perceived usefulness and perceived ease of use on the acceptance of desktop publishing by the selected book publishers. The fourth issue is to examine the impact of external factors on the perceived usefulness and perceived ease of use of desktop publishing technology. The fifth one is to identify the actual benefits from the adoption of desktop publishing by the selected book publishers. The last one is to evaluate if Technology Acceptance Model (Davis, et al. 1989) theory is a suitable model to be applied for adoption of desktop publishing by book publishers. This dissertation reports the results of five case studies of acceptance of desktop publishing in book publishing industry. The study proposed a conceptual model which was based on the Technology Acceptance Model (Davis, et al. 1989) theory. Overall, the results of the study provided support for the Technology Acceptance Model (Davis, et al. 1989) theory. Suggestions for future research and implications for managers are also discussed.|
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