PurposeDespite the digitalization reforms attempting to enhance public service quality, paper-based tendering is still widely used in a number of developing countries (i.e. Morocco). This has led to many issues including waste of time, higher costs as well as labor-intensive issues. E-tendering has been widely recommended as a key resolution. Still, both scholars and practitioners raised concerns related the readiness of small and medium enterprises (SMEs) to this digitalization process. The current research aims to investigate the key drivers of SMEs intention to adopt electronic tendering in the context of an emerging African market (i.e. Morocco). Specifically, the authors focus on SMEs contributing to the public procurement process and registered in the online portal recently created by the Moroccan government.Design/methodology/approachTo achieve this goal, the authors proposed a conceptual model combining the unified theory of acceptance and use of technology (UTAUT) and technology acceptance model (TAM). Based on data collected from suppliers participating in Moroccan public tenders, the authors empirically tested the conceptual model using a partial least squares (PLS) estimation.FindingsFacilitating conditions and social influence had a positive impact on SMEs intention to adopt electronic tendering. The study’s findings also convey a negative impact of effort expectancy on SMEs intent to adopt e-tendering. Unexpectedly, perceived performance had no significant impact on the intention to adopt electronic bidding among Moroccan SMEs.Originality/valueThis research filled the gap in the literature with regards to SMEs e-Tendering readiness in emerging markets. With the recent digitalization reforms of public tendering in many developing economies (i.e. Morocco), the study findings can be used to improve not only government implementation of electronic bidding but also SMEs' user experience.

ContextBirmingham Children’s Hospital has one of the busiest ED departments in the country. Children presenting to ED are initially seen by the ED team and if an admission is required, they are referred to the Resident Medical Officer (RMO) who reviews the patient, requests a bed and troubleshoots any issues before going onto the wards.ProblemIn the winter, majority of these admissions are infants with bronchiolitis who either need help with their feeding or have an oxygen requirement. With high number of admissions, the sole RMO can have a bottleneck effect on the whole ED department such as delayed movement to the wards and hence delayed waiting times.Assessment of problem and analysis of its causesIn a focus group of RMOs it was established that in majority of these admissions, the RMO merely does a bed request as the standards of care, from our bronchiolitis pathway, are already put in place by the initial ED clinician. Hence, these patients are waiting for the RMO with no extra clinical input. This causes unnecessary delays in busy times.InterventionA stakeholders meeting was organised with a focus on improving this issue. A new strategy of direct hospital admissions of typical bronchiolitis patients that bypasses the RMO was devised and analysed thoroughly. Hospital risk assessment team helped in evaluating the risks of any deviation from the current process.Study designThe ‘Focus-Analyse-Develop-Execute’ (FADE) cycle approach was used in this Quality Improvement project. The normalisation process theory helped in avoiding duplication and providing right treatment for the patients without delay.Strategy for changeThe implementation of this Quality improvement change is scheduled for early December where a typical bronchiolitis child who needs admission for feeding support or oxygen requirement and is classed as moderate on the bronchiolitis pathway, will bypass the RMO once a senior ED clinician has advised admission. Patients classified as severe bronchiolitis will need RMO review before admission. RMO will also review patients that have concerns raised from any member of the ED team despite being in the moderate category.Dedicated members of the ED and General Paediatrics team are given the task to informing their respective departmental staff of this change. A hospital teaching session was done before starting the project. Emails will be generated explaining this change to the respective staff.Measurement of improvementWe are currently in the stage of execution and are hoping to see the positive effects of this change on patient experience and improved ED patient flow.Effects of changesAnalysis will be done in time to assess definitive decision making, time of bed request and transfer to the ward. We are hoping to see the positive changes we envisaged such as avoiding duplication, expediting patient flow, and preventing unnecessary delays in admission.Lessons learntThis process involved a multidisciplinary team and it has brought the departments closer in order to provide optimal care. Openness, support a...