Smart interactive services, in contrast with other technology-based services, require significant human-to-human interaction and
collaboration in addition to the service provided by the embedded technology itself. The authors’ foundational Delphi study
confirms smart interactive services (e.g., remote diagnosis, remote repair of equipment, and telemedicine) are a rapidly growing
innovation category across industries. Yet, gaining user acceptance of these types of services presents a significant challenge for
managers. To address this challenge, the authors employ a grounded theory approach, drawing on depth interviews, to develop a
framework of barriers and facilitators to users’ attitudinal and behavioral responses to smart interactive services. The findings
reveal a new set of beliefs that are critical in this context. These beliefs are tied to the human element and specifically pertain
to beliefs about the ‘‘service counterpart (SC),’’ who is the provider’s employee controlling the technology. Control, trustworthiness,
and collaboration beliefs emerge jointly as important and interrelated influencers tied to the SC. Contrary to conventional
wisdom that focuses on features of the technology itself to gain user acceptance, this research encourages providers to emphasize
the interpersonal elements of the service by providing control cues, raising social presence, and enhancing human trust
mechanisms.
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Smart interactive services, in contrast with other technology-based services, require significant human-to-human interaction and
collaboration in addition to the service provided by the embedded technology itself. The authors’ foundational Delphi study
confirms smart interactive services (e.g., remote diagnosis, remote repair of equipment, and telemedicine) are a rapidly growing
innovation category across industries. Yet, gaining user acceptance of these types of services presents a significa...
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