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PurposeVirtual grocery shopping (VGS), or online grocery shopping, traditionally has seen slow adoption in Canada; however, the COVID-19 pandemic has forced consumers to seek safer ways to shop. Retailers have invested in building new infrastructure to meet the current consumer demands for VGS. However, the main driver for VGS behaviour has not been yet clearly identified. Additionally, it is also not unknown whether the shopping modalities will continue VGS after the pandemic. This study provides insights into consumer intentions to use VGS by extending the model of goal-directed behaviour (MGB) to incorporate consumer technological readiness.Design/methodology/approachThe study collected 935 valid survey responses from an online survey panel of Canadian consumers. A two-step approach was applied to analyse the data, comprising confirmatory factor analysis (CFA) and structural equation modelling (SEM). The data quality and model fit were tested before testing the proposed relationships among the constructs: attitude, subjective norm, perceived behavioural control, positive and negative anticipated emotions, as well as technological readiness, desire and behaviour intentions. The mediation role of desire between frequency of past online grocery shopping behaviours and the future behavioural intention was also tested using SPSS PROCESS.FindingsThe study results showed that attitudes, subjective norms, perceived behavioural control, positive and negative emotions, technological readiness and frequency of past VGS have a major impact on consumers' desire to embrace VGS in the future. Consumer desire also played a significant mediating role between frequency of past VGS behaviours and future shopping intention online. In addition, the frequency of past VGS showed an even stronger impact on behavioural intention among female consumers than among male consumers.Originality/valueThe findings of this study provide an original insight into the social, cultural and psychological factors that impact consumers' use of VGS, particularly the impacts of gender.

Purpose Despite the importance of accountability for the oversight of projects, few studies have directly examined accountability mechanisms at the project level. While the literature already provides descriptions of governance and mechanisms of accountability, the purpose of this paper is to examine how project managers view their accountability relationships within their organizational context. Design/methodology/approach The study is guided by critical realism as a philosophy of science. The authors interviewed 15 project managers from 12 organizations and analyzed the transcripts in the light of existing project management accountability literature. Findings The authors observe the practice of socializing accountability through face-to-face negotiation and symmetries of power due to interdependencies happen to some extent in management of projects. This suggests ambidexterity in accountability in project-based organizations. Therefore, the current models of project accountability and governance that are solely based on the agency theory are not sufficient to explain the accountability relationships in such organizations. Practical implications Accountability arrangements happen within a system for steering projects. Managers should be aware of how project managers view their accountability and how socializing practices of accountability can help the project’s management and the organization’s management interact in order to transform organizational systems by regulating issues of project concern and defining the process and direction of how project deliverables are produced, introduced, absorbed and used within the organization. Originality/value “Theory driven” interviews and analysis are used to confirm or refine conceptualization of accountability in management of projects. Most models of project governance are based on the agency theory or governability theory. The authors have demonstrated that socializing practices of accountability should be included in investigating project governance. The authors observe that project managers are often concerned with the interdependence with their principals and the socializing processes of accountability that arise from this interdependence.