Expectations, network effects and timing of technology adoption: some empirical evidence from a sample of SMEs in Italy

Corrocher, Nicoletta; Fontana, Roberto

doi:10.1007/s11187-007-9062-1

Cited by 14 publications

(7 citation statements)

References 32 publications

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“…Firm networks and the use of practices by local firms may influence managers' beliefs about practices. Local firms using the practice increases the likelihood that a firm's managers hear of the practice and can find individuals knowledgeable about the practice (Connelly et al., 2011; Corrocher and Fontana, 2008; Xu et al., 2012). Managers may choose to mimic firms seen as having high legitimacy.…”

Section: Implications Of the Practice Based View For Operations Managmentioning

confidence: 99%

Operations management and the resource based view: Another view

Bromiley

Rau

2015

J of Ops Management

246

179

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a b s t r a c tThis paper evaluates the usefulness of the resource-based view (RBV) to the field of operations management. Based on the seminal RBV articles, we argue that using the RBV does not align with the objectives and activities of operations management researchers in several ways. First, the dependent variable in the RBV is sustained competitive advantage. Using sustained competitive advantage as a dependent variable implies that scholars focus on explaining the differences between the relatively few firms with sustained competitive advantage and all the other firms, ignoring performance variations within the great mass of firms. In addition, competitive advantage exists at the level of the business or the firm and does not directly translate into the normal level of operations management research. Measuring sustained competitive advantage also presents difficulties. Second, the explanatory variables in the RBV are resources that must be rare, valuable and hard or impossible to imitate. Measuring valuable resources or factors firms cannot imitate poses serious problems both in demonstrating value independent of the factor's impact on performance (i.e., avoiding tautology) and in measuring unique or nearly unique entities. Third, under the RBV, prescription is problematic; you cannot prescribe things that firms can readily implement because such things can be imitated. We present the practice-based view (PBV) as a simpler and better alternative for operations management where scholars attempt to explain the entire range of firm and unit performance based on transferable practices.

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Section: Implications Of the Practice Based View For Operations Managmentioning

confidence: 99%

Operations management and the resource based view: Another view

Bromiley

Rau

2015

J of Ops Management

246

179

View full text Add to dashboard Cite

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“…The process of identifying and clearly describing TEL cases in organizational learning (Argyris and Schön, 1996) projects can be extremely difficult (Corrocher, and Fontana, 2008). There is no single widely adopted methodology that would be applicable successfully in all projects.…”

Section: Discussionmentioning

confidence: 99%

Specifying cases for technology enhanced learning in a small and medium enterprise

Devedžić

Radenković²,

Jovanović³

et al. 2010

Knowledge Management &Amp; E-Learning: An International Journal

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This paper presents the process of identifying and describing cases for Technology Enhanced Learning (TEL) in a Small/Medium Enterprise (SME), as a part of an ongoing international TEL project. It proposes a template for describing TEL cases in an SME that collaborates with other organizations, notably with a university/research group. An example case description is used to illustrate the template proposed. In addition, the paper discusses how such a case is supported by specific TEL services on the Web.

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“…Further, it is established that indirect network significantly influences the timing of fast Ethernet adoption, and virtual network effects generally speed up adoption. Hence, in technical systems support, the indirect network affects matters more (Corrocher, 2008). Another important aspect is that firms from different industrial sectors were capable of growing and being successful globally without reliance on local resources of knowledge.…”

Section: Literature Reviewmentioning

confidence: 99%

INFORMATION AND COMMUNICATION TECHNOLOGY ADOPTION AND ITS INFLUENCING FACTORS: A STUDY OF INDIAN SMEs

Anjum

2019

HSSR

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Purpose: The current study intends to estimate empirically the factors, which more likely influence the ICT adoption by Indian SMEs. Methodology: Exploratory research has been applied and the current study uses a logistic regression model to estimate the data. The Database was selected as a DV to estimate the model. Main Findings: The summary result of all the five models show that there is one significant variable that explains the ICT adoption among SMEs, i.e. complexity. This shows that the adoption of the innovative process is complex for small enterprises since these innovative processes are beyond the scope of these enterprises. The other independent variables are also significant except Trialability, Observability, Owner IS, Employee IS, Management Support, Image, etc. Implications / Applications: The role of SMEs has become more crucial in developing nations because they have the ability to significantly improving income distribution, creation of employment, poverty eradication, as well as export growth. Technology up-gradation is the most significant factor in capacity building for enhancing competitiveness in SMEs. The main aim of innovation policy is to promote new ideas, such as products, processes, and organization techniques. Novelty/Originality of this study: Numerous factors like social, economic, political, human and other factors that influence ICT adoption have been examined in previous literature. In addition to this, there are some other factors like technological, organizational and environmental also impact ICT adoption. In this aspect, none of the studies in previous was well-studied in Indian SMEs context. Therefore the present paper bridged this gap by examining the factors, which more likely influence the ICT adoption by Indian SMEs. Understanding this importance would enable suitable policy reviews and intervention measures that help ICT adoption.

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Expectations, network effects and timing of technology adoption: some empirical evidence from a sample of SMEs in Italy

Abstract: Diffusion, Network Effects, Expectations, LAN equipment, O33, L63, L26,

Cited by 14 publications

References 32 publications

Operations management and the resource based view: Another view

Operations management and the resource based view: Another view

Specifying cases for technology enhanced learning in a small and medium enterprise

INFORMATION AND COMMUNICATION TECHNOLOGY ADOPTION AND ITS INFLUENCING FACTORS: A STUDY OF INDIAN SMEs

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