As multinational corporations engage in technology adoption internationally, it is becoming increasingly important for managers to pursue a process that will ultimately lead to the adoption and effective use of new technology in divergent markets. In this study, the authors explore a technology adoption model (TAM) that is appropriate for the context of China. Employing a sample of 506 Chinese business professionals, they develop and test a modified TAM within the Chinese business culture. The results indicate that the modified TAM works well. The authors discuss implications for international marketing academics and practitioners.
