The strategic impact of information technology deployment, part 4

• Published date: 01 May 2018
• Author: Paul Beynon‐Davies,Gareth R. T. White,Paul Jones
• DOI: http://doi.org/10.1002/jsc.2193
• Date: 01 May 2018

EDITORIAL

DOI: 10.1002/jsc.2193

Strategic Change. 2018;27(3):183–184. wileyonlinelibrary.com/journal/jsc © 2018 John Wiley & Sons, Ltd. 183

Abstract

The growth and rate of change of informaon technologies demands that invesgaon of its

challenges and the constuents of its successful deployment remain at the forefront of scholarly

endeavor. The contexts of technology adopon, in terms of geography, sector and organizaonal

size, require ongoing invesgaon for typological trends and deciencies. Future informaon

technology research should seek to further its methodological toolkit in order to develop greater

richness of insight. Business leaders of the future will require enhanced understanding of infor‐

maon technologies, and therefore training and educaon in the subjects will need to be pro‐

vided accordingly.

This fourth and nal issue on informaon technology (IT) deployment

once again demonstrates the perennial challenges that beset organi‐

zaons in a wide range of sectors around the world. Small and large

enterprises, in developing and established economies, across manu‐

facturing, banking, and healthcare connue to nd the adopon and

development of informaon systems and technologies problemac.

We wish to thank all those that have contributed arcles to this

series of special issues, along with the reviewers that have helped to

shape the nal submissions, and the editorial team that have sup‐

ported this endeavor.

This issue leads with Loonam, Mitra, Kumar, and Razak’s review

of the literature that idenes technology adopon Crical Success

Factors. A search of 768 peer reviewed arcles is made to idenfy 37

that specically explore Crical Success Factors. A pareto of those

factors is provided along with a detailed examinaon of the most per‐

nent issues that comprise top management support, project man‐

agement, project team competence, communicaon, and training,

among others.

Following this, we present several arcles that examine technol‐

ogy adopon in Arabic countries. Ahmed, Thomas, Murphy, and Plant

e‐business adopon among small‐ to medium‐sized enterprises in the

Yemen. Using an extended e‐business adopon ladder, semistructured

interviews and a survey of 102 organizaons are employed. Next,

Hamad, Elbeltagi, and El‐Gohary’s study of Egypan manufacturing

SMEs nds that B2B ecommerce adopon is important in order to gain

and maintain compeve advantage. Structured equaon modeling is

ulized upon a survey of 260 organizaons. The barriers to technol‐

ogy are varied and in many ways reect those that inhibit growth and

development found in other studies in developing economies—see for

example, Afoloyan, White, Plant, Jones, and Beynon‐Davies (2015)

presented in Issue 1. Finally, Alghamdi, Elbeltagi, Elsetouhi, and Had‐

doud synthesize a novel research model to explore the intenon to

connue to use internet banking systems in Saudi Arabia. A survey

of 261 customers highlights the importance of managing postadop‐

on behavior and, along with Durkin and Kerr’s (2016) examinaon

of retail banking presented in Issue 2, has an important message for

organizaons.

Aenon then turns to the challenges of informaon technologies

for the acquision of knowledge during joint ventures. Eaves, Kumar,

White, Loonam, and Glaneld undertake a longitudinal study of a UK

telecommunicaons provider, ulizing a mixed methods approach,

and reveal the importance of individuals’ knowledge‐sharing behav‐

iors in determining a successful outcome. Furthermore, and in support

of Parry, deBock, and White’s (2015) discoveries presented in Issue 1,

cultural integraon across the organizaons is a crical component

of success.

This spec ial issue closes with two arcles that focus upon the

healthcare environment. Sarpong, Tjong‐A‐Hung, and Botchie make

an interesng exploraon of the use of electronic data capture for

clinical trials in China. Interviews with the management team of

a clinical research services organizaon reveal how new technol‐

ogy shapes the organizaonal pracces, leading to improvements in

The strategic impact of informaon technology

deployment, part 4

Gareth R. T. White1 | Paul Jones2 | Paul Beynon‐Davies3

1 University of South Wales, United Kingdom

2 Coventry University, United Kingdom

3 Cardi Business School, Cardi University,

United Kingdom

Correspondence

Gareth R.T. White, University of South

Wales, UK.

Email: Gareth.white@southwales.ac.uk