The Strategic Impact of Information Technology Deployment, Part III

• Published date: 01 November 2016
• Date: 01 November 2016
• Author: Gareth R.T. White,Paul Beynon‐Davies,Paul Jones
• DOI: http://doi.org/10.1002/jsc.2098

EDITORIAL

Strategic Change 25: 643–645 (2016)

Published online in Wiley Online Library

(wileyonlinelibrary.com) DOI: 10.1002/jsc.2098

Copyright © 2016 John Wiley & Sons, Ltd.

Strategic Change: Briengs in Entrepreneurial Finance

Strategic Change

DOI: 10.1002/jsc.2098

The Strategic Impact of Information Technology

Deployment, Part III1

Gareth R.T. White

University of South Wales, UK

Paul Jones

Coventry University, UK

Paul Beynon‐Davies

Cardi Business School, Cardi University, UK

The deployment of information technologies can provide signicant operational and

strategic benets to smaller organizations.

is third issue in the series on information technology deployment furthers our

understanding of successful system implementation in a wide range of contexts.

Building upon the interesting contributions presented in the previous two issues,

it provides insight into the peculiarities of smaller businesses around the globe.

Once more, 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.

Galloway, Sanders, and Bensemann lead this issue with an examination and

comparative analysis of the strategic importance of information technology in very

small rms in New Zealand and Scotland. Little previous research has considered

micro‐sized rms. eir survey of companies reveals that Internet usage is wide-

spread, and that it forms an important component of corporate strategy.

Moving from an analysis of general Internet usage to specic information

systems, Wynn, Turner, Banik, and Duckworth explore the implementation of

electronic customer relationship management (e‐CRM) systems. Adopting an

interpretive approach across three case studies, they highlight the importance of

maintaining focus on people and processes, as well as technologies, when adopting

e‐CRM. Failure to maintain a balanced approach leads to suboptimal perfor-

mance. ey conclude that e‐CRM implementation is a strategically signicant

undertaking that may impact the entire supply chain and requires sound project

management skills in order to be successful.

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

Successful deployment can enable

smaller organizations to compete

effectively with larger

organizations.

The adoption of information

technologies remains a

considerable challenge for smaller

organizations, particularly in

developing economies.

Information technology adoption

is a signicant change event that

has effects that reach beyond the

boundaries of the systems that

are being developed.