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    <name>Article</name>
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              <text>The impact of the COVID-19 pandemic on e-learning adoption in an emerging market: a longitudinal study using the UTAUT model</text>
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              <text>Behavioral intention; Covid-19; E-learning; Longitudinal study; PLS-SEM; UTAUT</text>
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              <text>Purpose: The COVID-19 pandemic provided unprecedented impetus to the evolution of the e-learning learning ecosystem by compelling students to adopt e-learning systems. This paper aims to use the UTAUT model to provide insight into the differences in factors influencing the adoption of e-learning systems before and after the pandemic. Design/methodology/approach: This longitudinal study uses two surveys conducted among graduate students in the city of Bengaluru in India. One prior to the start of the COVID-19 pandemic and a second in its aftermath. PLS-SEM is used to analyze both data sets to draw insights into the constructs that influence Behavioral intention to adopt e-learning systems. The moderating effect of gender is also analyzed. Findings: Pre COVID-19, Facilitating Conditions, Performance Expectancy and Effort Expectancy (quadratic behavior) were dominant factors influencing the adoption of e-learning technologies. Post pandemic, Performance Expectancy and Social Influence are drivers of e-learning adoption. Effort Expectancy and Facilitating Conditions grouped as Ease of Use is a significant driver of e-learning adoption post pandemic. Gender is found to not have a moderating influence. Originality/value: The unique longitudinal study of the differences in factors influencing students intention to adopt e-learning pre- and post-COVID-19 can prove useful to policy makers in the higher education sector. Academics can use the post-pandemic e-learning models findings in multiple contexts such as generational cohorts, educational contexts and social contexts.  2024, Emerald Publishing Limited.</text>
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              <text>Nair M.S.; Nair J.; Chellasamy A.</text>
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              <text>Journal of Asia Business Studies</text>
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              <text>Emerald Publishing</text>
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              <text>2024-01-01</text>
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              <text>&lt;a href="https://doi.org/10.1108/JABS-07-2024-0373" target="_blank" rel="noreferrer noopener"&gt;https://doi.org/10.1108/JABS-07-2024-0373&lt;/a&gt;
&lt;br /&gt;&lt;br /&gt;&lt;a href="https://www.scopus.com/inward/record.uri?eid=2-s2.0-85209716409&amp;amp;doi=10.1108%2FJABS-07-2024-0373&amp;amp;partnerID=40&amp;amp;md5=54a8e378fd60578a972fcab0f2157938" target="_blank" rel="noreferrer noopener"&gt;https://www.scopus.com/inward/record.uri?eid=2-s2.0-85209716409&amp;amp;doi=10.1108%2fJABS-07-2024-0373&amp;amp;partnerID=40&amp;amp;md5=54a8e378fd60578a972fcab0f2157938&lt;/a&gt;</text>
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              <text>ISSN: 15587894</text>
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              <text>Online</text>
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              <text>English</text>
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              <text>Nair M.S., Congruence Systems, Bangalore, India; Nair J., St. Josephs Institute of Management, Bangalore, India; Chellasamy A., School of Business and Management, Christ University, Bangalore, India</text>
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