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Utilization of information and communcation technologies is commonly accepted as important to value creation in the knowledge economy. Nevertheless, empirical findings from our business case studies often show that while sophisticated technological tools may be developed, the potentials are not realized. It is evident that technology is subject to adaptive and emergent strategies of use, diverging from the original intention. Within this space of opportunities, we elaborate the importandce of constructing strategic concepts as communication tools to support organisational implementation of technologies. We use the concept of organisational implementation as a way of taking the technology into use in order to support changes and value creation in the user organisation. In this paper we present our findings related to how use and experiences are conditioned by the users’ expectations. We have conducted a business case study in order to understand and explore how users employ and use a particular wireless technology infrastructure. On behalf of the infrastructure vendor, we have studied three different organisations that use this technology. The overall research goal of our joint research project was to find out what is good use and for whom. We find that users struggle to go beyond the expectations they had when they were conceptualising and telling us about their prarctice. We have good indications that a narrowed consciousness was also conditioning the users’ use of the technology. In this paper we draw the conclusion that technological implementations towards changing work practices and value creation must not be viewed by the company solely as a knowledge acquisition process, but as a process of knowledge creation. Organisational implementation is an ongoing process, a learning process at both the organisational and individual level. Flexible tools and technologies are constituted and shaped in interaction and communication in the workplace. Based on that knowledge, we build up an argument for an organisational implementation framework, including strategic discussions, learning spaces, and concept constructions.

This paper aims to explore key collaboration technology affordances from virtual collaboration and remote work during the time of COVID-19. The purpose of this exploration is to improve the understanding of technology-supported collaboration in order to achieve individual and organizational success with the adoption, use and implementation of virtual collaboration in a pandemic and post-pandemic world.

Qualitative data is collected from 55 graduate students during a time of work transition due to COVID-19. This paper distills key collaboration technology affordances identified from participant feedback.

This paper identifies topics of virtual collaboration success as well as challenges related to organizational transitions during COVID-19. The findings from this work relate to four collaboration technology affordances including: (1) flexibility and productivity, (2) social connectedness and organizational culture, (3) technology support and (4) management and leadership. Additionally, this research provides insight into the complexities of virtual collaboration in these areas while also making recommendations for the post-pandemic future.

This research makes a contribution through the analysis of a unique set of data elaborating on participant experiences during a global pandemic as well as through the exploration of future implications.

This chapter provides a new theory for organizational leadership in which an organization's leadership, authority, management, power, and environments (LAMPE) are made coherent and integrated. Organizations work best if their LAMPE is coherent, integrated, and operational. The chapter begins by introducing basic concepts, such as structures, processes, process frameworks, task–role matrices, interdependence uncertainty, and virtual-like organizational arrangements. The LAMPE theory is then built upon this base. Leadership is defined as the processes of initiating, enabling, implementing, and sustaining change in an organization. Authority is defined as the legal right to preempt the outcome of a decision or a process. Management is defined in term of its major processes. Power is the control of interdependence uncertainty. When 29 leadership practices are introduced, it is possible to link them to all five of LAMPE's constructs. A number of conclusions are derived, in the form of 36 propositions: 5 dealing with leadership, 5 focusing on leadership requirements matching, 4 relating to leadership effectiveness, 5 dealing with leadership capacity, 4 concerning the benefits of distributed leadership, and 13 linking LAMPE to the theory of the organizational hologram.

The purpose of this paper is to explore the validity of extended technology acceptance model (TAM) in explaining pre-service teachers’ Edmodo acceptance and the variation of variables related to TAM among pre-service teachers having different cognitive styles.

Structural equation modeling approach was used to analyze an extended TAM that represents the relationship between the eight constructs and cognitive style. Group Embedded Figures Test and technology acceptance measure were used as data collection tools. The study was conducted with 129 pre-service teachers.

The results indicate that perceived ease of use (PEU) influences behavioral intention (BI) to use Edmodo indirectly through attitude toward Edmodo use and perceived usefulness (PU). Technological complexity and facilitating conditions influence BI to use indirectly through PU and PEU, respectively. Thus, the extended TAM is a parsimonious model explaining 75, 72, and 82 percent of the endogenous variable (BI) for the whole sample, for the field dependent sample, and for the field independent sample, respectively.

This paper addresses to determine the BI of pre-service teachers regarding Edmodo, which is an innovative tool, based on cognitive styles.

The strategic management literature emphasizes the concept of business intelligence (BI) as an essential competitive tool. Yet the sustainability of the firms’ competitive advantage provided by BI capability is not well researched. To fill this gap, this study attempts to develop a model for successful BI deployment and empirically examines the association between BI deployment and sustainable competitive advantage. Taking the telecommunications industry in Malaysia as a case example, the research particularly focuses on the influencing perceptions held by telecommunications decision makers and executives on factors that impact successful BI deployment. The research further investigates the relationship between successful BI deployment and sustainable competitive advantage of the telecommunications organizations. Another important aim of this study is to determine the effect of moderating factors such as organization culture, business strategy, and use of BI tools on BI deployment and the sustainability of firm’s competitive advantage.

This research uses combination of resource-based theory and diffusion of innovation (DOI) theory to examine BI success and its relationship with firm’s sustainability. The research adopts the positivist paradigm and a two-phase sequential mixed method consisting of qualitative and quantitative approaches are employed. A tentative research model is developed first based on extensive literature review. The chapter presents a qualitative field study to fine tune the initial research model. Findings from the qualitative method are also used to develop measures and instruments for the next phase of quantitative method. The study includes a survey study with sample of business analysts and decision makers in telecommunications firms and is analyzed by partial least square-based structural equation modeling.

The findings reveal that some internal resources of the organizations such as BI governance and the perceptions of BI’s characteristics influence the successful deployment of BI. Organizations that practice good BI governance with strong moral and financial support from upper management have an opportunity to realize the dream of having successful BI initiatives in place. The scope of BI governance includes providing sufficient support and commitment in BI funding and implementation, laying out proper BI infrastructure and staffing and establishing a corporate-wide policy and procedures regarding BI. The perceptions about the characteristics of BI such as its relative advantage, complexity, compatibility, and observability are also significant in ensuring BI success. The most important results of this study indicated that with BI successfully deployed, executives would use the knowledge provided for their necessary actions in sustaining the organizations’ competitive advantage in terms of economics, social, and environmental issues.

This study contributes significantly to the existing literature that will assist future BI researchers especially in achieving sustainable competitive advantage. In particular, the model will help practitioners to consider the resources that they are likely to consider when deploying BI. Finally, the applications of this study can be extended through further adaptation in other industries and various geographic contexts.

Drawing upon a systematic literature review in new technology, innovation transfer and diffusion theories, and from interviews with technology leaders in digital transformation programs in the US Oil & Gas (O&G) industry, the authors explore the relationships among O&G industry dynamics, organization's absorptive capacity and resource commitment for new digital technology adoption-implementation process.

The authors employed the empirical survey method to gather the data (a sample size of 172) in the US O&G industry and used structural equation modeling (SEM) to test the measurement model for validity and reliability and the conceptual model for hypothesized structural relationships.

The results provide support for the study’s causal model of adoption and implementation with positive and direct relationships between the initiation and trial stages, between the trial stages and the evaluation of effective outcomes and between the effective outcomes and the effective implementation stages of digital technologies. The results also reveal partial mediating relationships of industry dynamics, absorptive capacity and resource commitment between respective stages.

Based on the current study's findings, managers are recommended to pay attention to the evolving industry dynamics during the initiation stage of new digital technology adoption, to utilize the organization's knowledge-based absorptive capacity during digital technology trial and selection stages and to support the digital technology implementation project when the adoption decision of a particular digital technology has been made.

The empirical research contributes literature on digital technology adoption and implementation by identifying and demonstrating the importance of industry dynamics, absorptive capacity and resource commitment factors as mediating variables at various stages of the adoption-implementation process and empirically validating a process-based causal model of digital technology adoption and a successful implementation project that has been missing in the current body of literature on digital transformation.

Culture is considered as one of the variables that influence the total quality management (TQM) adoption process. The purpose of this paper is to explore the relationship between cultural dimensions and the strategy of the firms in TQM implementation. These relationships are the subject of prior research. Furthermore, the authors make a comparative analysis of cultural dimensions on strategic choices of the firms, i.e. innovators, prospectors and defenders in TQM implementation.

From the existing literature review on TQM practices and organizational culture, 14 cultural dimensions were employed with organizational strategy in this present study. By using survey data collection method, 111 Indian firms were selected. The authors considered three strategy parameters and six structural attributes to identify the strategy of the firms, namely innovators, prospectors and defenders identified using cluster analysis. Furthermore, the relationship between organizational culture and strategy was examined using one-way ANOVA approach.

The results of the study revealed that eleven of the fourteen hypotheses supported which relating the cultural dimensions to TQM implementation with the strategic orientation. With the help of significant related values of cultural dimensions to the particular strategic firms, it is also found that implementation of TQM is easy or not. Some of the organizations with a particular strategic orientation will be able to implement TQM easily and successfully but some organizations will have difficulty to implement it successfully.

The firms hold their importance with respect to the different strategic orientation toward the various aspects of organizational cultures and TQM approaches in its implementation. Managerially, due to increased business competitiveness and economic pressures, top management sees the way in adopting TQM practices to achieve a competitive advantage. Apparently, it is evident that matching of TQM practices for a different strategy of the firms with various cultural dimensions leads to the smooth functioning of the organization. This study helps to the current organizations in implementing TQM with their respective culture.

This research can be useful for three strategic firms, namely innovators, prospectors and defenders to achieve effective implementation of TQM practices with consideration and understanding of the advantage of each culture dimension. The framework of the current study represents the effectiveness in assessing the TQM practices in individual cultural dimensions and its significant role.

The purpose of this article is to develop a configurational approach based on the TOE framework (technology, organization and environment) to understand the degree of implementation of I4.0 technologies in manufacturing small- and medium-sized enterprises (SMEs). Specifically, the study considers technological infrastructure and competence, I4.0 integration capabilities, organizational agility and strategic flexibility, environmental dynamism and industry-specific forces as simultaneous pre-conditions for achieving an effective implementation of I4.0 technologies.

This study uses the fuzzy-set qualitative comparative analysis (fsQCA) methodology as it allows for asymmetric and configurational-focused testing of proposition and sound theoretical development. In total, 305 responses were collected through a survey administered to SME managers in Europe and the United Kingdom (UK).

The study examines the influence of technology, organizational and environmental aspects on I4.0 technologies implementation in SMEs. High I4.0 degree of implementation is structured around 5 configurations, while other 4 configurations are related to low levels of I4.0 implementation.

This study proposes a configurational approach for SMEs to become I4.0 ready and how they may successfully implement I4.0 technologies. Such findings represent an original and novel contribution to existing research, offering a broad view on the I4.0 implementation by manufacturing SMEs.

The purpose of this paper is to propose and empirically test a unified framework that captures the antecedents of e-business implementation, that is; organizational factors which is decomposed into organizational capabilities (training availability, technical expertise, knowledge level), knowledge management capabilities (knowledge acquisition, application, and sharing), adhocracy culture, and top management support, e-business implementation, and organizational performance (efficiency, sales performance, customer satisfaction, relationship development).

Data from a survey of 258 top managers in Saudi Arabian enterprises were collected to empirically test the proposed research model. Additionally, the statistical techniques employed included a confirmatory factor analysis to examine the reliability and validity of the measurement model, and structural equation modeling using AMOS is utilized to test the hypotheses.

The findings of this study suggest that organizational factors influence e-business implementation. Moreover, e-business implementation affects organizational performance.

This study did not investigate all organizational factors and knowledge management processes. Future research could assess the influence of additional factors such as technology and environment contexts on e-business implementation.

Owners/managers considering e-business implementation would be best to focus on internal (organizational) factors and their interaction within and beyond the organization, rather than focussing exclusively on technological considerations.

This study is significant for at least two reasons: it determines the key antecedents to successful business implementation based on organizational factors and it helps to understand the effects of e-business implementation on organizational performance.

This study aims to understand how public sector organizations can successfully implement organizational information systems (IS). It identifies the factors that contribute to the success of organizational IS implementation in public universities.

Both qualitative and quantitative research methods are used. The proposed research model is based on previous studies and primary qualitative research, including in-depth interviews, telephone surveys and mail surveys using semi-structured questionnaires to identify the determinants and measures of implementation success. Based on the first mail survey’s results, quantitative research is conducted to test the research hypotheses. The data are gathered from university personnel at 40 public universities, and the study focuses on the implementation of student registration systems.

The results suggest that successful implementation of organizational IS includes the decisions of both those in authority and users. The external and internal organization and individual user factors have direct relationships with the measure of implementation success, which suggests significant differences between authorities and users.

The analysis is based on the viewpoint of public university personnel; however, the findings suggest the need for further research on other public organizational IS as well as other public service operations.

The study clearly suggests a set of factors to guide public universities in successfully implementing organizational IS for local conditions of a developing country.

The study contributes to the understanding of effective IS implementation in public universities in a developing country.