Resistance

Resistance to change has long been recognised as a critically important factor that can influence the success or otherwise of implementing any technological innovation. Information technology (IT) focused interventions, for example, business process re-engineering (BPR) and enterprise resource planning (ERP), are often quoted as examples of costly failures, with reported levels of dissatisfaction with strategic IT investments ranging from 20-70 percent and that employee resistance was to blame. The intention of this chapter is to rethink resistance. The author suggests that resistance remains to this day a complex, multi-faceted phenomenon that continues to affect the outcomes of change, both negatively and positively. Although research has procured a solid understanding of resistance and the benefits that can accrue to an organisation through its proper utilisation, it appears that the classical adversarial approach remains the dominant means of managing resistance because such learning is not reflected in modern management techniques. The author concludes that as companies in every industry are now translating the power and possibilities of e-business into strategic and operational realities, new approaches in change management are required to help organisations to understand the complex dynamics of technological innovation and especially the multifaceted nature of resistance.

The Evolution of Technology Innovation at Dakin Farms

The evolution of technology innovation by businesses using the Internet is transforming and reshaping the nature of inter-organizational commerce and relationships. This case proposes the evolution of technology innovation by a popular family-owned business situated in Vermont. It investigates the technology innovation at Dakin Farms applying the systems development life cycle methodology. The case analyzes phases of IT implementation and its influence on inter-organizational systems and relationships that in turn affects employees’ morale and culture. The case contributes to research, practice, and education.

E-Government in Developing Countries

Even though there is an emerging literature on information age reform of the public sector, research focused on potential and problems related to introduction of information-based reforms in developing countries is still limited. Thus in this chapter, experience in one developing country, Sri Lanka, is examined. Problems related to information-based technology is analysed and the lacuna in the literature is narrowed. It is argued that despite the great potential for IT in enhancing effective and efficient public sector in Sri Lanka, there are a number of difficulties hindering the development of computerised information systems. The upgrading of infrastructure facilities in Sri Lanka is long overdue. A lack of competent and committed individuals who could provide effective guidance in developing IT services in the public sector is another concern. The issues such as appropriate training, attractive promotion systems and remunerations for public officials need to be addressed urgently. Reforming existing organizational structures and changing officials’ attitudes towards change are essential. The increasing public awareness of the potential of IT services enhancing the quality and timeliness of the public service is essential.

From Cash to E-Money

With technological developments, and the changing needs of global and on-line businesses, innovations in retail payment methods have evolved progressively. The retail business has undergone a transformation from main street business to on-line business in the last decade due to globalisation, technological developments, application of the Internet and innovative business models. When commerce goes electronic, the means of paying for goods and services must also go electronic. Paper-based payment systems cannot support the speed, security, privacy and internationalisation necessary for electronic commerce. This chapter is an appraisal of retail payment innovations and changes in payment instruments in Australia in the last decade. It highlights continued primacy of cash for face-to-face payments, growth in payment by cards and other new developments to support evolving e-business models. The need for e-payment systems in e-business, an understanding of payment systems, market developments, payment risks and technological applications to payment methods are also discussed.

E-Partnership and Virtual Organizations

With the convergence of information technology and communication, the Internet has changed the way organizations communicate internally and externally, the way organizations are configured and the way organizations build partnerships. As a result, e-partnerships and virtual organizations become increasingly popular in today’s corporate world. This chapter aims to address issues of change and innovation associated with e-partnerships and virtual organizations. The chapter (i) discusses the advantages of e-partnerships and virtual organizations and the driving forces behind them; (ii) identifies issues and problems relating to the emergence of e-partnerships and virtual organizations; (iii) explores key factors for achieving the best performance and best results of e-partnerships and virtual organizations; and (iv) speculates future trends of the development of e-commerce and e-business which affects directly the viability of e-partnerships and virtual organizations. This author maintains that a total quality partnership approach holds the key to success. The present study draws upon the current leading literature in the field and a case study of Amazon.com, one of the world largest on-line dealers and virtual enterprise with the most extensive e-networks and e-partnerships.

Leadership in an E-Business Environment

Inevitably, the adoption of any new technology brings about change, but e-business is significantly different in that it completely shifts global business into a fast-paced electronic environment. The old notions of management are totally ineffective and a new style, focused on ‘leadership’, is required—but what style of leadership? To determine the most appropriate leadership style, senior managers from the top 250 e-commerce companies in Australia were selected and surveyed. Using a change management matrix, each manager was positioned within this framework. This model consists of a four-by-four matrix encompassing the scales of change and the styles of change management. The model covers the broad spectrum of levels of change that an organisation can go through. The authors found that within the most successful organisations, leaders had a distinctive style that facilitated the appropriate change and established a conducive e-business environment. The data highlights that qualities such as visionary, consultative, ability to listen to others opinions, inclusive, risk taking, approachable, forward thinking, open to change, committed, determined, and the ability to communicate are required in leaders to lead an e-business transition.

Ethics and E-Business

This chapter attempts to give an outline of some of the contemporary ethical issues related to technological innovation associated with e-business, in particular the notion that e-business and ethics is an oxymoron (‘a figure of speech … seeming self-contradiction’). The question is, has innovation in e-business resulted in unethical behaviour because of the new media and technology and the fact that businesses are embarking on something new therefore the old rules do not apply? Is it easier to behave unethically over the net? The author reviews the various methods used for dealing with on-line security and investigates the notion of trust which is implied in on-line transactions and business dealings. Also typical e-business ethical dilemmas are proffered as a catalyst for further debate. The author concludes that as e-businesses deal with intangible products and services over the Internet, the potential for ethical dilemmas and shonky practices to develop is far higher than a bricks-and-mortar business. The challenge is for e-businesses to establish trust based on consistent good ethical practice and an industry approach to abusers of the system. Ethics and innovation are not mutually exclusive and will continue to challenge e-businesses.

The Application of the Innovative Mobile Technologies in the Business Environment

This chapter looks at mobile business (MoB) from technological, social, economical, and environmental perspectives. The issues that surround MoB and hence, influence its success at the wider scale in the long run, are dependent on significant factors addressed in this chapter. The chapter defines MoB and looks at different mobile technologies and standards that enable MoB. The chapter then looks at the different factors and contexts that would influence MoB success at a broader level, highlighting issues, gaps, and challenges. It is emphasised that unless such implications are addressed, the wide diffusion of MoB will not materialise in the near future. Despite the rapid technological development and the enthusiasm about the MoB innovation among researchers and professionals, the road toward true MoB is still a long one. What exist now in the market are just complementary solutions. At this level, at the lower end, MoB is the toy of the teenagers; at the higher end it is the toy of the rich or the executive who cannot tolerate to be away from his/her e-mail. There are indeed some useful business applications for MoB, especially in logistics and distribution, but the remaining potential masses that have tasted the beauty of Internet browsing are not yet prepared to compromise that with ill-specified mobile technologies, e.g., devices, wireless communications, and deficient and stripped down contents. Still, MoB stands strong as a futuristic direction and one day we will be there, wearing MoB.

Using Actor-Network Theory to Identify Factors Affecting the Adoption of E-Commerce in SMEs

Just because e-commerce seems like a useful tool that may assist a small to medium enterprise (SME) do its business better, it does not necessarily follow that it will be adopted by this business. The implementation of an e-commerce system in an SME necessitates change in the way the business operates, and so should be considered as an innovation and studied using innovation theory. In this chapter we will argue that the decision to adopt, or not to adopt, a new technology, has more to do with the interactions and associations of both human and non-human actors involved in the project than with the characteristics of the technology. Information systems are complex socio-technical entities and research into their implementation needs to take account of this complexity. This chapter describes three case studies of adoption (or, in one case, of non-adoption) of e-commerce by small business. The chapter describes a research approach based on actor-network theory and innovation translation that we show can be usefully employed in many socio-technical situations involving technological innovation.

Building Effective Online Relationships

The application of relationship management strategies to the online environment has been met with great enthusiasm. However, research indicates that many of the traditional drivers of effective relationships may need to be re-interpreted when applied in Cyberspace. This chapter proposes an enhanced model for the management of customer relationships (CRM) in an online context. It builds on the traditional strengths of CRM, namely processual efficiency and profitability, to ensure that a greater emphasis is given to the interpersonal nature of relationship development.