CONCLUSION AND FUTURE RESEARCH DIRECTIONS
In India, internet banking is an emerging banking service and has not been widely accepted by customers because of various reasons. Many banks are striving hard to provide the best internet banking services to their customers.
It is important for bank managers to frame their problems appropriately and address them in a proper manner. Otherwise, the problems poorly addressed may create more problems and take longer time to fix in the long run (John, 2010). Hence, it is of prime importance for bank managers to identify the factors that influence the adoption of these services. The aim of this paper is to determine the significant factors which influence the consumer’s adoption of internet banking services. The results of this study show that perceived usefulness, perceived ease of use, perceived risk, relative advantage, and conspicuousness are the important determinants of internet banking adoption. The findings clearly state that the factors which were discarded in the prior studies have shown a significant influence in the Indian context in this present study. This might be a result of the cultural and perceptual differences. As such, there is still room for further investigation into the adoption of internet banking in India. We could investigate our research model in different time periods and make comparisons, thus providing more insight into the phenomenon of internet banking adoption. Only private sector banks have been covered in the present study. An investigation of the consumer adoption of internet banking services offered by public sector banks can be carried out. Further, a comparison of both public sector and private sector banks is an extensive area for future research. Also, a study on the perspectives of corporate banking customers can be an ideal work for future.ACKNOWLEDGMENT
The authors express their sincere thanks to the referees and the editor for their valuable comments which have helped to bring this paper to the present form.
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This work was previously published in the International Journal of Strategic Decision Sciences (IJSDS), 4(1); edited by Madjid Tavana, pages 40-51, copyright 2013 by IGI Publishing (an imprint of IGI Global).
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