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Virtual Reality (VR) emerged as a technology when Ivan Sutherland created the ‘Sword of Damocles’, the first visual display enabling users to be immerse themselves in a 3‐dimensional environment (Sutherland 1968). This virtual 3‐dimensional visual display profoundly changes the relationship between the user and the computer. With this virtual interface, the user is placed inside the computer‐generated environment. This concept has revolutionized information displays. For the first time, the user interacts with a spatial display. The virtual display is engineered to fit how we, as humans, perceive things intuitively. Humans are spatial beings and virtual interfaces evolved from the desire to make machines more human‐like (Furness 1986). The paradigm shift in information displays lies in the inclusiveness of the virtual interface. The multi‐sensory display of VR amplifies the perceptions and experiences of the user (Bricken 1991).

The purpose of this study is to explore the dimensions of technology on which information technology (IT) professionals assess and evaluate a given technology. The authors believe that these dimensions influence their career outcomes and hold the potential to explain the intent to leave among IT professionals.

This study hypothesizes that the likelihood of a given technology being assessed favorably depends on various technology features perceived by IT professionals. These features influence their career prospects, thus influencing work outcomes like turnover intention. This study uses a survey-based quantitative technique to test the proposed research model. Data has been recorded from 312 IT professionals working in different service-based IT firms.

The findings of this study indicate that the technology IT professionals work with impacts their work and career-related outcomes. IT professionals evaluate and understand technology to assess the favorability of these technologies. Individual preferences to work with a specific technology are driven by that technology's possible influence on career outcomes such as the availability of job opportunities.

This study proposes that assigned technology influences career outcomes among IT professionals and has a potential to explain their turnover intentions. The authors have found that technologies fulfilling their career expectations, such as better work opportunities and job security, might be favorable for IT professionals. Unmet expectations with the assigned technology affect the turnover intention among IT professionals. Though this study examines turnover intention as an outcome, future studies can explore the attributes of technology relevant to IT professionals and their impact on other significant consequences such as work exhaustion and job satisfaction.

With a growing attrition rate and significant demand for skilled IT professionals, the importance of studying their behavior has become essential for both academia and the industry. Despite ample research, there is still a gap between theory and practice. This study on IT professionals proposes that understanding technology and how it is perceived, understood and evaluated by IT professionals might provide significant insights into their work behavior.

This study contributes to the literature by describing the unexplored phenomenon of the impact of technology assignment on IT professionals' work outcomes. This study is valuable in exploring a new dimension to explain turnover intention.

The literature contains an ongoing debate concerning virtual or boundaryless organisations. This article suggests that virtual/boundaryless organisations are a logical continuation of the development of industrial organisation. We can see three important recurrent management characteristics demonstrating continuity throughout the period reaching from the Industrial Revolution through to the virtual organisation. These are knowledge management, technology management and relationship management. Furthermore, there can also be seen an important issue for management concerning market competitiveness; this is the necessity of identifying and managing the interfaces between these management areas. The article reviews the development of industrial organisation and proposes a model, which offers a basis for evaluating the design of virtual organisations, and attempts to answer the question: is the virtual organisation a “new lamp”?

The purpose of this paper is to identify variables important to acceptance and use of advanced technologies by apparel retail employees and to recommend management strategies for effective technology integration in retail stores.

Current or past retail employees (N=71) were introduced to and given time to use three technologies – a 3D body scanner, product configurator, and social networking – in a laboratory setting using a within subjects design. A questionnaire measured participants’ perceptions of each technology in terms of usefulness, enjoyment, ease of use, task importance, technology self-efficacy – overall participant confidence in using new technology – and usage intent.

Results showed that employee's perceived usefulness of technology was a mediating influence on usage intent for all three technology types. Enjoyment also emerged as a significant mediator for 3D body scanning technology usage intent. Employees’ high self-efficacy scores corresponded to higher ratings for usefulness of each technology, suggesting that more technologically confident employees would be more likely to use the three types of technology presented in this study as part of their work.

The controlled environment of the laboratory setting may limit the generalizability of results to actual retail store settings. Future evaluations of technology usage in actual retail store environment involving both employees and customers are recommended.

This research explores the use of advanced in-store technologies from the perspective of apparel retail employees, applying the Technology Acceptance Model. It provides insight as to why employees accept and use innovative technologies that are relevant to their jobs and increase and enhance the points of contact between employees and customers. This knowledge of employee technology usage in the store environment could be used to improve job performance and job satisfaction – issues that often confront apparel retailers.

Presents a preliminary framework for making sense of and managing change in organisations that have adopted information systems and e‐commerce as a core element of their business strategy. Argues that the relatively low level of organisational benefits realised by typical strategic information technology interventions over the past decade is often a product of poor adoption and implementation practices on the part of senior managers and IT practitioners, who have failed to understand the non‐linear and emergent nature of change in complex organisations. Argues that a clear understanding of the dynamics of change at the people/technology interface, and the symbiotic relationship between information systems and strategy, is a prerequisite for the successful business benefits realisation for major IT and e‐business projects. Distils lessons learned from reflections on theories‐in‐use and practice into a basic model for senior managers and IT practitioners.

Although the marketing of high technology has attracted a number of writers over the 1980s and 1990s, there is, as yet, no shared agreement as to the critical issues marketing managers must address to be successful in this area. Based on observation and experience, suggests a framework of six emerging themes which regularly appear when examining marketing in the high‐technology arena and which are closely – related to the key characteristics of high‐tech products. Each of the themes identified has implications for the marketing task facing marketing managers of high‐tech products – they reinforce the need to address both internal and external marketing issues and the importance of further research to develop paradigms appropriate to successful commercial activities in high‐technology industries. Includes the “softer” problems of technology seduction and the usefulness of concepts such as the technology life cycle, and also covers the need to focus on credibility, standards, positioning and infrastructure, all of which impact on the way marketing managers will orchestrate the marketing mix. The themes in no way replace standard marketing approaches, but do provide a background for the formulation of marketing strategy and a basis for further development in this area.

Telemedicine, similarly to social media, accelerates information exchange, enriches information, provides better access to information and, furthermore, has an impact on mobilizing resources in business-to-business relationships. This paper aims to contribute to the understanding of the changes brought about by telemedicine, as a new technology, in patient routes.

This case study method was applied to examine five health-care protocols through their patient routes (series of activities) with and without telemedicine technology. The ARA model was applied to examine the changes telemedicine engendered in relation to activities, resources and actors. The strategy of visual mapping was applied for the comparative analysis.

The analyzed cases show that the new resources applied through telemedicine technology modified the number and substance of relevant activities and the set and role of actors who were involved. The quantity or the availability of output information increased in patient routes when new resources were added by telemedicine technology. When technology change occurred, any change in data or information systems – the two building blocks of information – could result in new or modified activities. If data that is used or produced while undertaking an activity change simultaneously along with the information system used for encrypting this data, then this “joint change” will certainly entail some kind of change in the set of activities, resources or actors that are involved. If not, then the activities continued the same as with the face-to-face protocol (without the new technology).

The novelty of the paper is that the results highlight the role of information in the extent of change in interactions induced by new technology. Findings about such changes show how information influenced by activities, resources and actors can help decision-makers in relation to the use of telemedicine.

With major technical change taking place every two years, the control of old scientific management is now seriously challenged. This situation presents either an opportunity or frustration and must be addressed towards making order out of what otherwise would be chaos. It is high time that the matter of integrating advanced information systems (AIS) be seriously addressed. Over the short history of computer‐based information systems, professionals have gone through a series of generations which were initially based on heavy technical developments of hardware, soon followed by software, and later by peopleware. Information systems (IS) soon became a feature of major courses of action in carrying out business functions. A greater demand for applications led to the need for integrated systems where business processes were facilitated and enhanced by information technology (IT). Technology and systems are changing; opportunities for success as well as competitive pressures are cascading on management; and management concerns point to the need for new managerial guidelines. Addresses AISs which are more than just organizational re‐engineering. AISs change both the thinking and decision‐making processes requiring organizational changes.

What does the future hold for Europe's ICT sector and how will the information society develop? This article provides a snapshot of the state of Europe's ICT sector and progress towards the information society. The article then considers the major trends and drivers of change shaping the information society and, based on published foresight studies, explores two possible scenarios for the future. Finally, the implications for Europe's policies towards ICT and the information society are discussed.

Utility strikes have spawned companies specializing in providing a priori analyses of the underground. Geophysical techniques such as Ground Penetrating Radar (GPR) are harnessed for this purpose. However, analyzing GPR data is labour-intensive and repetitive. It may therefore be worthwhile to amplify this process by means of Machine Learning (ML). In this work, harnessing the ADR design science methodology, an Intelligence Amplification (IA) system is designed that uses ML for decision-making with respect to utility material type. It is driven by three novel classes of Convolutional Neural Networks (CNNs) trained for this purpose, which yield accuracies of 81.5% with outliers of 86%. The tool is grounded in the available literature on IA, ML and GPR and is embedded into a generic analysis process. Early validation activities confirm its business value.