The Strategic Impact of Information Technology Deployment, Part II

• Author: Gareth R.T. White,Paul Jones,Paul Beynon‐Davies
• Date: 01 January 2016
• DOI: http://doi.org/10.1002/jsc.2043
• Published date: 01 January 2016

RESEARCH ARTICLE

Strat. Change 25: 3–5 (2016)

Published online in Wiley Online Library

(wileyonlinelibrary.com) DOI: 10.1002/jsc.2043

Copyright © 2016 John Wiley & Sons, Ltd.

Strategic Change: Briengs in Entrepreneurial Finance

Strategic Change

DOI: 10.1002/jsc.2043

The Strategic Impact of Information Technology

Deployment, Part II1

Gareth R.T. White

University of South Wales, UK

Paul Jones

Plymouth University, UK

Paul Beynon‐Davies

Cardi Business School, Cardi University, UK

The implementation of information technologies has increasing importance in all

aspects of life.

is second issue in the series on information technology deployment continues

our quest to further understand successful implementations. As noted in the rst

issue, the literature in this area has largely focused on the barriers toward imple-

mentation and the reasons for failure. is series aims to address that gap by

drawing upon the latest research undertaken in a range of sectors from academic

and expert practitioner perspectives. Once again we wish to thank those who have

contributed articles, along with the reviewers who have helped to shape the nal

submissions, and the editorial team who have been so helpful and supportive.

Sims, Powell, and Vidgen lead this issue, with their examination of the devel-

opment of new technology deployment strategies in UK universities. Adopting a

resource‐based view of the organization, they consider how an emergent strategiz-

ing process may be synthesized within a rational, top‐down strategizing frame-

work. e authors employ multiple case studies to examine the use of e‐learning

technologies and institutions’ considerations of ‘build vs. buy’ for the acquisition

of new resources and capability development. e study points to two idealized

models of strategizing, one logical and rational, the other less organized and

experimental, which span a continuum of possible approaches. e points at

which new capabilities are acquired dier markedly between these two approaches:

capabilities respectively precede or follow technology acquisition. Both have sig-

nicant implications for an organization’s human resources and outsourcing

strategies.

1 JEL classication codes: M15, M21, M38.

Studies show the value of

information as a resource for

competitive advantage, but the

implications of strategic decisions

and the approaches to strategy

development, as well as the ways

in which technologies can erode

and enable socialization, need

careful consideration.

The subject of information

technologies and their deployment

incorporates studies that adopt a

range of methodological

approaches.

Rich methods of study preclude

epistemic and ontological

entrenchment of a subject that

spans a multitude of business and

management disciplines.