International Journal of Management and Marketing Intelligence

From Technology Acceptance to Value Realisation: Extending UTAUT for Digital Facility Management Implementation.

Alaa Ahmed — 2026-03-31

Digital facility management (FM) systems are increasingly promoted as enablers of operational efficiency, sustainability, and smart building performance. Despite substantial investment in digital FM platforms, many organisations struggle to achieve sustained use and measurable operational value. Existing research has primarily focused on technology acceptance, offering limited insight into how adoption translates into effective implementation and value realisation. This study investigates the determinants of digital facility management adoption and extends acceptance theory towards a value-oriented perspective. This study contributes to the facilities management literature by extending UTAUT beyond technology acceptance to incorporate implementation readiness and value realisation. It proposes an integrated conceptual framework that positions digital facility management as a value-driven organisational capability, offering both theoretical advancement and practical guidance for FM professionals and policymakers. An explanatory sequential mixed-methods research design was employed. Qualitative data were collected through in-depth interviews and focus group discussions with facility managers to explore perceptions of digital FM adoption and implementation challenges. These insights informed a large-scale quantitative survey of 407 facility management professionals in the United Arab Emirates. Data were analysed using thematic analysis, relative importance index, principal component analysis, and ordinal regression, guided by the Unified Theory of Acceptance and Use of Technology (UTAUT). The findings confirm that performance expectancy and effort expectancy are the primary drivers of digital FM adoption intention. However, successful adoption outcomes are strongly influenced by implementation readiness factors, particularly technical infrastructure, compliance and regulatory alignment, resource availability, and organisational governance. Managerial level significantly moderates adoption perceptions, with senior managers emphasising strategic value and compliance, while frontline managers prioritise usability and workflow integration. For facility management practitioners, the results indicate that digital FM success depends not only on user acceptance but also on organisational readiness and governance capability. Digital FM initiatives should therefore be supported by readiness assessments, role-specific implementation strategies, and compliance-aware system design to bridge the gap between adoption and operational value.

The Impact of Corporate Social Responsibility on Brand Equity in Jordan’s Banking Sector: Moderating Role of Customer Satisfaction

Ala Al-Tamimi — 2026-03-31

This research investigates the influence of Corporate Social Responsibility (CSR) activities on Brand Equity (BE) within the Jordanian banking industry. Furthermore, it explores the potential moderating effect of Customer Satisfaction on the relationship between CSR and BE. Data were collected through a self-administered questionnaire distributed to a convenience sample of 301 Jordanian bank account holders. Statistical analyses were subsequently conducted using a combination of IBM SPSS and SmartPLS software. The key findings revealed that Environmental CSR and Economic CSR activities have a significant positive effect on brand equity. Conversely, the impacts for overall CSR, Ethical CSR, Legal CSR, or Philanthropic CSR on brand equity in the Jordanian banking sector were not significant. In addition to that, customer satisfaction was not found to moderate the relationship between CSR and brand equity. This research contributes to a comprehensive understanding of how specific CSR activities influence brand equity in the Jordanian banking sector, The findings provide valuable insights for Jordanian banks to communicate their CSR strategies and strengthen their brand image against their competitors moreover it helps banks can make strategic decisions that improve their reputation and attract a loyal customer base.

Management of Virtual Team Dynamics and Performance During the Covid-19 Pandemic

Fatima Abdullah — 2026-03-31

Large number of organizations are adapting new technology apps to initiate communication among their employees and departments locally and globally. One of the main technologies used these days is virtual teams’ technology. While there is large number of companies these days are working globally and rely on using remote work process or work-from- home process, a need araised to use such virtual teams technology especially with un-known or risk situations such as Covid-19 pandamic.

This discussion is undertaken for evaluating a study that will help in finding out that how organizations are struggling with their commercial practices during the covid-19 situation, particularly in UAE. The study emphasizes the importance of establishing virtual teams that helps focusing on a particular project and certain ways in which it should be managed. Different strategies and techniques that have already been applied under this context will be acknowledged and discussed in the section of the literature review whereas applicable decisions will be obtained from the methodology and its analysis will be provided in detail. The questionnaire designed has been distributed to students and working employees. The results of the survey were predicted to help understand the transfer of the face-to-face teams to virtual teams during covid-19.