Artificial Intelligence in Healthcare and Education
Abstract
Artificial intelligence is rapidly becoming embedded in everyday life through an expanding range of applications, services, and products. As its potential to improve diagnosis, personalize treatment, and enhance operational efficiency becomes increasingly evident, healthcare is undergoing profound transformation. However, trust and distrust operate as dual mechanisms shaping technology diffusion: trust facilitates adoption, whereas distrust constrains large-scale deployment. Trust therefore remains a persistent barrier to the widespread use of artificial intelligence in healthcare services. At present, empirical evidence on the pathways linking trust and acceptance of AI medical conversational agents (AIMCAs) remains limited. Grounded in trust theory, this study aimed to develop and validate a multidimensional trust-perception scale for AIMCAs, establish its dimensional structure and psychometric quality, and examine its associations with an external acceptance-related behavioral criterion. Methodologically, the study first used grounded-theory-informed abductive qualitative analysis to identify the structure of public trust perceptions of AIMCAs and generated and screened measurement items through expert Q-sorting; independent samples were then used for exploratory and confirmatory factor analyses, followed by assessments of internal consistency, test-retest reliability and absolute agreement, within-construct indicator convergence, discriminant validity, and criterion-related validity. Parallel analysis and the scree plot jointly supported a five-factor solution. Principal axis factoring with Direct Oblimin oblique rotation yielded a 15-item, five-dimensional structure, with the five common factors explaining 76.07% of the total variance. Confirmatory factor analysis further supported a five-dimensional structure comprising cognitive trust, affective trust, functional trust, human-like trust, and interactional trust; model-fit indices, standardized factor loadings, latent-variable correlations, and residual diagnostics collectively provided evidence for its internal structure. The Fornell-Larcker criterion and bootstrap confidence intervals for HTMT jointly provided evidence for internal discriminant validity among the five AIMCA trust dimensions. An ordinal logit model using actual use frequency as an external behavioral criterion was statistically significant overall, likelihood-ratio χ²(5) = 71.963, p < 0.001, McFadden pseudo-R² = 0.125. Interactional trust showed the strongest association with higher use frequency (OR = 3.096, 95% CI [2.257, 4.246]). The resulting scale captures multidimensional public trust perceptions of AIMCAs and provides a structured measurement basis for research on acceptance-related behavior. The findings support a 15-item, five-dimensional structure comprising cognitive trust, affective trust, functional trust, human-like trust, and interactional trust. An ordinal logit model using self-reported AIMCA use frequency as an external behavioral criterion provided additional criterion-related evidence. The scale can be used to characterize multidimensional public trust perceptions of AIMCAs and provides a structured measurement foundation for subsequent research on acceptance, use intention, continuance intention, and actual use.
Software startups are newly created companies with no operating history and oriented towards producing cutting-edge products. However, despite the increasing importance of startups in the economy, few scientific studies attempt to address software engineering issues, especially for early-stage startups. If anything, startups need engineering practices of the same level or better than those of larger companies, as their time and resources are more scarce, and one failed project can put them out of business. In this study we aim to improve understanding of the software development strategies employed by startups. We performed this state-of-practice investigation using a grounded theory approach. We packaged the results in the Greenfield Startup Model (GSM), which explains the priority of startups to release the product as quickly as possible. This strategy allows startups to verify product and market fit, and to adjust the product trajectory according to early collected user feedback. The need to shorten time-to-market, by speeding up the development through low-precision engineering activities, is counterbalanced by the need to restructure the product before targeting further growth. The resulting implications of the GSM outline challenges and gaps, pointing out opportunities for future research to develop and validate engineering practices in the startup context.
Carmine Giardino, Nicolò Paternoster, M. Unterkalmsteiner et al.· IEEE Transactions on Softwar...· 179 citations· ⚡14
Software startup companies develop innovative, software-intensive products within limited timeframes and with few resources, searching for sustainable and scalable business models. Software startup ...
M. Unterkalmsteiner, P. Abrahamsson, Xiaofeng Wang et al.· e-Informatica Software Engin...· 157 citations· ⚡17
In the context of software startups, project failure is embraced actively and considered crucial to obtain validated learning that can lead to pivots. A pivot is the strategic change of a business concept, product or the different elements of a business model. A better understanding is needed on different types of pivots and different factors that lead to failures and trigger pivots, for software entrepreneurial teams to make better decisions under chaotic and unpredictable environment. Due to the nascent nature of the topic, the existing research and knowledge on the pivots of software startups are very limited. In this study, we aimed at identifying the major types of pivots that software startups make during their startup processes, and highlighting the factors that fail software projects and trigger pivots. To achieve this, we conducted a case survey study based on the secondary data of the major pivots happened in 49 software startups. 10 pivot types and 14 triggering factors were identified. The findings show that customer need pivot is the most common among all pivot types. Together with customer segment pivot, they are common market related pivots. The major product related pivots are zoom-in and technology pivots. Several new pivot types were identified, including market zoom-in, complete and side project pivots. Our study also demonstrates that negative customer reaction and flawed business model are the most common factors that trigger pivots in software startups. Our study extends the research knowledge on software startup pivot types and pivot triggering factors. Meanwhile it provides practical knowledge to software startups, which they can utilize to guide their effective decisions on pivoting.
Sohaib Shahid Bajwa, Xiaofeng Wang, Anh Nguyen-Duc et al.· Empirical Software Engineeri...· 127 citations· ⚡15
In the context of cloud computing, risks associated with underlying technologies, risks involving service models and outsourcing, and enterprise readiness have been recognized as potential barriers for the adoption. To accelerate cloud adoption, the concrete barriers negatively influencing the adoption decision need to be identified. Our study aims at understanding the impact of technical and security-related barriers on the organizational decision to adopt the cloud. We analyzed data collected through a web survey of 352 individuals working for enterprises consisting of decision makers as well as employees from other levels within an organization. The comparison of adopter and non-adopter sample reveals three potential adoption inhibitor, security, data privacy, and portability. The result from our logistic regression analysis confirms the criticality of the security concern, which results in an up to 26-fold increase in the non-adoption likelihood. Our study underlines the importance of the technical and security perspectives for research investigating the adoption of technology.
Nattakarn Phaphoom, Xiaofeng Wang, S. Samuel et al.· Journal of Systems and Softw...· 111 citations· ⚡8
To compete in this age of disruption, large companies cannot rely on cost efficiency, lead time reduction and quality improvement. They are now looking for ways to innovate like startups. Meanwhile, the awareness and use of the Lean startup approach have grown rapidly amongst the software startup community in recent years. This study investigates how Lean internal startup facilitates software product innovation in large companies and identifies its enablers and inhibitors. A multiple case study approach is followed in the investigation. Two software product innovation projects from two large companies are examined, using a conceptual framework that is based on the method-in-action framework and extended with the previously developed Lean-Internal Corporate Venture model. Seven face-to-face in-depth interviews of the employees with different roles are conducted. Within-case analysis and cross-case comparison are applied to draw the findings from the cases. A generic process flow summarises the common key processes of Lean internal startups. The findings suggest that an internal startup that is initiated management or employees faces different challenges. A list of enablers of applying Lean startup in large companies are identified, including top management support and cross-functional team. Both cases face different inhibitors due to the different process of inception, objective of the team and type of the product. Our contributions are threefold. First, this study is one of the first attempt to investigate the use of Lean startup approach in large companies empirically. Second, the study shows the potential of the method-in-action framework to investigate the Lean startup approach in non-startup context. The third is a general process of Lean internal startup and the evidence of the enablers and inhibitors of implementing it, which are both theory-informed and empirically grounded.
Henry Edison, Nina M. Smørsgård, Xiaofeng Wang et al.· Journal of Systems and Softw...· 78 citations· ⚡6
The application of agile software methods and more recently the integration of Lean practices contribute to the trend of continuous improvement in the software industry. One such area warranting proper empirical evidence is a project’s operational efficiency when using the Kanban method. This short paper takes a new angle and explores waste in the Kanban-driven software development project context. A preliminary research model is presented for helping the consequent replication of the study. The results from the empirical analysis suggest Kanban can be an effective method in visualizing and organizing the current work, but does not prevent waste from creeping in, although the overall project outcome may be successful.
Marko Ikonen, Petri Kettunen, Nilay V. Oza et al.· EUROMICRO Conference on Soft...· 67 citations· ⚡9
A new method for surgically removing training examples from a model reveals that as datasets grow, the link between what a model learns and what it produces dissolves.