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Supported by a service ecosystem that is increasingly immersed into digital transformation, small- and medium-sized enterprises (SMEs) have access to turnkey information technology (IT) applications, which may come free of charge but not free of concerns. The purpose of this paper is to explore a group conceptualisation and associated perceptions of IT issues within an ecosystem that includes three subgroup profiles: entrepreneurs, IT professionals and socioeconomic support professionals.

Using group concept mapping, a bottom-up and participatory mixed methods-based approach, a concept map was estimated, based on a list of items, to define seven clusters pertaining to issues and challenges of adoption and use of turnkey IT applications in SMEs of less than 20 employees. Perceptions measures of relative importance and feasibility were obtained by subgroup profiles.

The relative importance and relative feasibility measures for the seven clusters indicate significant statistical differences in ratings among the subgroup profiles. A discussion on the importance of relational capital in addressing challenges of digital transformation in SMEs is developed.

Results highlight signifiant differences concerning key dimensions in the adoption and use of IT from the perspective of three subgroup profiles of actors within the ecosystem. First, the results stress the need to develop a shared understanding of IT challenges. Second, they suggest policymakers could use these conceptual representations to further develop and strengthen the IT-related support agenda for SMEs, especially the smaller ones (e.g. training programs, business support and coaching initiatives, etc.).

Clive Loughlin looks at some of the systems available to industry, and analyses their strengths and weaknesses.

What are vendor systems? How do they become turnkey systems? How do we go about purchasing one? These are some of the questions facing librarians in the age of high technology.

Three years ago, in VINE 54, there was a review of the trends in library automation over the three years prior to that. Now with our grant renewed for a further three years, it seems appropriate to repeat the exercise and to look in brief at the turnkey systems market place and at how that has changed over the three years. One major difference is that now there are additional sources where some of the information is contained at least in part. These are the directory “Library systems: a buyer's guide” by Juliet Leeves, the State of the art report into the applications of new information technologies, and surveys such as those conducted by Chris Batt for public libraries and by Kevin Ellard for COPOL on polytechnics in England and Wales. I have concentrated on the turnkey market for stand‐alone integrated library systems since these have been the dominant factor. Whether they will remain so is open to debate: other factors such as new developments in inhouse systems, as interfacing systems from different vendors, not to mention the crucial area of networks, are bound to be influential in the future.

The objective of this study was to investigate the placement, role, functioning, and human resource aspects of IT departments in Kuwaiti corporate companies in the banking and finance sector.

The results of this study are based on an interview‐based survey of IT managers in 17 banking, finance and investment companies in Kuwait. Data were collected through open‐ended interviews, focused upon the profile and organizational characteristics of IT operations, including placement, reporting relationship, role of managers, human resources, and internal organization. Information was collected about employment of servers, operating environments and applications of IT systems and networks these companies were using.

It has been found that most companies had elaborate IT functions where IT managers played a significant role. Large companies had built in‐house systems with little outsourcing while the majority of the other companies used turnkey systems and a great deal of outsourcing. Diversity was noted in system and network applications, related to the size and organizational needs of these companies. It was found that websites of most companies were static and these companies had to take firm initiatives if they had to adopt e‐commerce or electronic transactions.

This study has provided crucial understanding about the management of IT functions and applications in Kuwaiti companies.

Almost all of the local library systems which were implemented in the past decade have been single‐function systems. The most widely installed have been circulation control systems. Over 900 libraries in North America and approximately 100 throughout the rest of the world have purchased turnkey systems from vendors who supply all hardware, software, installation, training and ongoing hardware/software maintenance. Another 500 or more libraries have written their own software, usually for acquisitions or circulation control. In addition, approximately 150 libraries have purchased software packages from commercial vendors or other libraries. Only a few score have sought to develop, in‐house, systems which ‘integrate’ several functions, though the literature of librarianship has been discussing the ‘integrated’ or ‘total systems approach’ since the 1960s.

The purpose of this paper is to introduce strategy as a factor that explains when franchisors – through the franchisees they select – seek to replicate routines exactly versus allow local adaptation of routines.

Combined archival and survey data from 248 US and Canadian franchisors actively seeking franchisees were used to test hypotheses via structural equation modeling. The robustness of results was comprehensively explored.

As hypothesized, results suggest that franchisors pursuing plural form strategies select franchisees with traits that foster replication, such as prior managerial experience and the desire to become multi-outlet franchisees. Those franchisors pursuing turnkey strategies seek franchisees who exhibit a willingness to experiment and adapt. In contrast to expectations, plural form franchisors were more likely to seek franchisees with local market knowledge.

Strategy influences whether franchisors select franchisees who will replicate versus adapt organizational routines. The authors introduce strategy as a factor affecting the extent to which routines are replicated exactly versus adapted locally. For franchising research, they challenge prior theory by explaining why franchisors invest in franchisee selection rather than waiting for the best franchisees to self-select into franchising.

VINE is produced at least four times a year with the object of providing up‐to‐date news of work being done in the automation of library housekeeping processes, principally in the UK. It is edited and substantially written by the Information Officer for Library Automation based in Southampton University Library and supported by a grant from the British Library Research and Development Department. Copyright for the articles rests with the British Library Board and opinions expressed in VINE do not necessarily reflect the views and policies of the British Library. The subscription for 1984 to VINE is: £23 for UK subscribers, £26 to overseas subscribers (including airmail delivery). Second and subsequent copies to the same address are charged at £14 for UK and £16 for overseas. VINE is available in either paper or microfiche copy and all back issues are available on microfiche.

Beck discusses the need to improve library and information services for the deaf community. The technological support available to libraries to serve the deaf is identified and described. Turnkey systems are found to be lacking in applications devoted to those who cannot hear or who are hard of hearing. Other technologies, like captioned videos, TDDs, and assistive listening systems, are examined for levels of service and excellence as well as cost. Examples of technology in transition and for the future are offered, along with experiments on speech and sound. These include inner ear implants, the “data glove” experiments, and tactile translators. Technological conflicts that may arise due to one person having multiple disabilities are presented with a discussion on the prevention of dangerous or difficult situations. Possible difficulties and ways to handle opposing technologies are examined briefly. Appropriate sections of the Americans with Disabilities Act and Guidelines are grouped with the technologies that aid compliance. Additional laws are mentioned where their inclusion is appropriate. Suggested guidelines for serving the deaf/disabled community are offered for librarians working in all library types.

While most automation suppliers are willing to follow the technology trend and build products in order to stay current with market demand, the truly innovative and entrepreneurial company is setting expectations and providing forward‐thinking solutions for its customers. Blindly shifting all development resources into a client/server solution without fully understanding the longevity and future implications of the technology will ultimately lead to accelerated obsolescence, a short‐term customer base, and, finally, failure to forge long‐term partnerships with customers. Having almost 20 years of experience providing long‐term solutions and strong partnerships with its customers, the author believes that Innovative Interfaces has been able to look beyond the current technology and anticipate the needs of the future. A current example of the foresight and evolutionary approach to the introduction of new technology is demonstrated through Innovative's client/server architecture. To ensure that every INNOPAC customer has a system that can continue to grow and remain current into the next century, Innovative has introduced INNOPAC Millennium and is redefining client/server expectations.