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The aim of this article is to analyse the information technology implementation styles in companies and their relation with different indicators of shop floor workers' subjective well‐being. The sample is composed of 11 tile production companies and 285 workers. Results from cluster analysis show two main implementation styles, so‐called “continuous implementation style” and “first‐time implementation style”. Besides, results from MANOVA show significant differences in workers' cognitive well‐being (i.e. job satisfaction, role ambiguity, and positive attitudes toward information technology) but no significant differences in workers' affective well‐being (i.e. job related enthusiasm, job related comfort and general mental health) due to information technology implementation styles. Limitations and future research are discussed.

The aim of the research is to identify and prioritise the implementation challenges of blockchain technology and suggests ways for its implementation in supply chains.

Underlined by the technology, organisational, and external environment model, a conceptual framework with four challenge categories and sixteen challenges is proposed. Data collected from three stakeholder groups with experience in the implementation of blockchain technology in India is analysed by employing an analytical hierarchy process method-based case study. Further, a criticality–effort matrix analysis is performed to group challenges and suggest ways for implementation.

The analysis revels that all stakeholders perceive complexity challenge associated with the technology, organisational structure, and external environment, and issues of compatibility with existing systems, software, and business practices to be high on the criticality and effort scales, which thus require meticulous planning to manage. Likewise, top-management support issues related to insufficient understanding of how technology fits with the organisation’s policy and benefits offered by the technology requires high effort to address this challenge.

The results were obtained by focusing on the Indian context and therefore may not apply to other nations’ contexts.

By investigating the challenges that the developers, consultants, and client organisations need to address, this study assists managers in developing plans to facilitate coordination among these organisations for successful blockchain implementation.

To the authors’ knowledge this study is the first to identify and prioritise the challenges from the perspectives of multiple stakeholder groups with experience in blockchain technology implementation.

Examines factors affecting the implementation of business process re‐engineering (BPR) projects using Internet technology. Although there has been some empirical investigation of BPR, no research to date has specifically examined BPR when Internet technology is used during implementation. Radical changes may occur as a result of an organization’s BPR implementation causing a BPR project to be unsuccessful. BPR failure rates have been reported as high as 70 percent, making implementation issues especially important. Each information technology (IT) used during BPR implementation may affect managerial factors differently. By determining factors that affect BPR implementation using a specific IT, these factors can be managed to increase the chance of a successful BPR implementation. Uses a survey methodology and correlation analysis to gather information about the relationship between organizational enablers and successful BPR implementations using Internet technology. The factors examined in this research were: egalitarian culture; resource management; resistance management; and change management.

Asks how implementation management affects implementation uncertainty, adaptation cycles and performance. Assesses retrospective case studies of three Swedish FMS implementation processes. The cases represent technically similar systems, but with different project characteristics and degrees of success. Reports the study of timing and source of latent uncertainty variables, where uncertainties are regarded as being caused by misalignments in technology, organization, management and strategy. Also studies the timing and nature of adaptation cycles.

This paper aims to present an overview of the findings of a study aimed at investigating industry‐specific factors that influence the success of technology implementation in construction organisations. These include: the identification of a need, proposal procedures, benefit identification/evaluation, formulation of implementation strategies, implementation barriers, change management and overall implementation evaluation.

A semi‐structured interview‐based approach is adopted to identify the industry‐specific factors that influence the success of technology implementation in construction organisations. The findings are discussed and recommendations to industry for potential improvements are given.

The extent to which successful technology implementation can be achieved, ultimately depends on the degree to which changes are planned, managed and evaluated. Therefore, technology implementation within construction organisations is not so much a technological problem as it is a human behavioural one.

As technology implementation ultimately consists of changes in practices being made, the fundamental issues regarding technology implementation strategies are well aligned with those of change management. As a result, it is vital that human behavioural and emotional issues are addressed if successful technology implementation is to be achieved.

An investigation into the industry‐specific factors which have resulted in the perception that the construction industry is lagging behind other industries in the uptake of new technologies.

Industry 4.0 (I 4.0) consists of numerous digital technologies applied in organizations strategically to add value to the customer. Different organizations have varying degrees of technological capability and strategic flexibility. This paper aims to explore the relationship between technological capability and strategic flexibility on successful implementation of I 4.0.

A qualitative study using a grounded theory approach is conducted on 34 senior managers from Europe and North America who have implemented I 4.0 participated in this study through a theoretical sampling frame.

This study finds that technological capability and strategic flexibility have an impact on the successful implementation of I 4.0. The study also finds that different dimensions of technological capability also impact I 4.0. The interactive effect of strategic flexibility and technological capability is also noted. The study also develops a framework for successful implementation of I 4.0.

This study can be used by managers while implementing I 4.0 to devise a strategic roadmap for acquiring technological capability with I 4.0 technologies. Besides, it will help the managers to consider the bidirectional relationship between technological capability and strategic flexibility while formulating I 4.0 strategy for successful implementation of I 4.0 in their organizations.

Previous studies have examined the importance of I 4.0 technologies. However, this study extends the previous works by suggesting how technological capability and strategic flexibility can help in the successful implementation of I 4.0.

Examines the relationship between how people are managed, and the effectiveness of business to business (B2B) e‐commerce implementations. The human resource management practices used to test this relationship are training, employee involvement and participatory culture. A survey instrument was designed for the purpose of testing the research hypotheses based on the themes identified in the review of the literature. This survey was administered within a sample of the membership of EAN Australia. The results indicate that there is a clear link established between effective management of human resources and effective implementation of B2B e‐commerce enabling technologies. In particular, there is evidence to suggest that the development of a participative culture coupled with the involvement of employees, will be more effective than solely investing in training programs. This study has been limited to organizations operating in the Australian fast moving consumer goods sector. The results therefore need to be read in this context, and it would be useful if these hypotheses could be tested in other countries and different industry sectors. The overall impression is that the organizations that will derive the greatest benefit from the use of these technologies will be not only those that invest in training for the use of the technology. More important sources of leverage are likely to derive from involving a broad range of employees directly in implementation, while actively encouraging a culture of participation across the organization. There is a clear link established between effective management of human resources and effective implementation of B2B e‐commerce enabling technologies. In particular, there is evidence to suggest that the development of a participative culture coupled with the involvement of employees, will be more effective than solely investing in training programs.

Radio frequency identification (RFiD) programs are being mandated by many entities, such as Wal‐Mart and the Department of Defense, but what factors lead to successful implementation of these programs by their business partners?

This paper is conceptual in nature. It briefly reviews current applications of RFiD technology and proposes a model for RFiD implementation through partners.

While some companies are quickly adopting RFiD technology, little is known regarding important factors for successful implementation. To address the interorganizational nature of RFiD, this research uses assimilation theory to provide insight as to the key factors impacting the deployment of this technology across trading partners.

The paper provides a theory‐based framework for companies' RFiD initiatives and identifies specific factors that enable a business partner to implement successfully an RFiD technology program initiated by a powerful supplier or customer.

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.

Inclusive education is gaining momentum across the globe. Various types of technology offer necessary supports for students with disabilities in order to access and succeed in general education. This chapter focusses on the implementation of assistive and mainstream technology in inclusive classrooms. The importance of assistive technology (AT) services is discussed. Factors such as coordination and collaboration between service providers, situated training, technology integration with fidelity, and data-driven decision-making are imperative for effective implementation. Several models and resources for AT implementation are presented along with how they offer guidance to general and special education teachers as well as related service providers. Despite some barriers to technology use in inclusive settings, educators should strive to overcome fears and existing challenges in an effort to provide better learning opportunities to all students, including those with unique abilities and needs.