Post-purchase behaviour from customer perceived value of mobile payment services

Abstract

Purpose

Mobile payment (MP), near field communication-based particularly, has become one of the future payment tools. This study aims to indicate the difference between consumer users and non-users by examining the effect of MP users’ perceived value on their satisfaction and on MP non-users behavioural intention. Once those MP users’ have achieved satisfaction, the study then investig ates how consumers bring about the need recognition and are more desirable to buy more products.

Design/methodology/approach

This study develops a research model, which examines the effect of consumer perceived value, including utilitarian value, technicality and perceived risk, on MP users’ satisfaction and MP non-users behavioural intention. In methodology, it adopts structural equation modelling to verify the proposed research model for empirical studies. The data set consists of 161 MP users and 277 non-users of consumers.

Findings

The findings show that consumers, both MP users and non-users included, are encouraged to improve utilitarian value if they are favourable to adopt MP services. Relatively, female users emphasize more on perceived risk, whilst male users emphasize more on technicality. Moreover, MP non-users and female users still have much concern about perceived risk such that they are inclined to avoid adopting MP services.

Originality/value

Past research has examined the adoption of MP services from the perspective of consumers with a focus on the perceived value, satisfaction and behavioural intention. However, only limited research examined the post-purchase evaluation of MP users. The study fills this gap by clarifying the difference between consumer users and non-users in the effect of MP users’ perceived value on their satisfaction and on their non-users behavioural intention.

Citation

Hsiao, M.-H. (2022), "Post-purchase behaviour from customer perceived value of mobile payment services", Journal of Modelling in Management, Vol. 17 No. 4, pp. 1524-1543. https://doi.org/10.1108/JM2-11-2020-0293