The Changing Face of Information System Issues in Small Firms

Abstract

CAROL E. POLLARD IS WITH THE FACULTY OF Management, University of Calgary, Alberta, Canada, and Stephen C. Hayne is with the School of Management, Arizona State University West, Phoenix, USA. This study provides insights into the information technology concerns of small firms and indicates ways in which small firms are managing technological challenges and opportunities. A national survey of small Canadian firms was conducted using a modified Delphi technique and follow-up telephone interviews. (ritical information systems issuies identified include 1) using IS for competitive advantages; 2) improving IS project management practices; 3) improving the effectiveness of software development. A comparison with recent sttudies to identify recent trends in IS issues reveals that the issues faced by small Caniadian firms have changed. Small firms are lagging large firms where the technology is concerned but are similar on conceptual issues. We believe that small firms will continue to desire more internal control over operations ancl consequently adopt more technology. Hardware and software qualitx and reliability will stay at the forefront of their worries. Furthermore, as conmmunications become more mission critical, i.e. electronic mail and electronic data interchanige, small firms will embrace network technologx. Managing communications max become a very critical problem for small business.

The contribution of the internet to the strategic positioning of small businesses in the tourism industry

“…This is also in line with the decision makers' level of perceived benefits of ICT (Pollard and Hayne, 1998;McDonagh and Prothero, 2000), especially when the way of conducting business is considered satisfactory internally. Conversely, psychological barriers and fear of change can be explanatory factors for the low level of use of ICT in SMEs (Acar et al, 2005) and a fortiori in SMEs (see Question 6 in our framework Table 1).…”

The moderator effect of training in the adoption of ICT in microenterprises

“…Information and communication technologies (ICT) can be considered one of the strategic factors in helping to improve business processes and change the role of markets (Pollard and Hayne 1998;Feeny 2001;Taylor and Murphy 2004;García Fernández y Cordero Borjas 2008;Papastathopoulos and Beneki 2010). For this purpose, the use and management of technologies and, specifically, information and communication technologies (ICT) are critical (Farbey et al 1994;Pollard and Hayne 1998).…”

“…For this purpose, the use and management of technologies and, specifically, information and communication technologies (ICT) are critical (Farbey et al 1994;Pollard and Hayne 1998).…”

“…In this sense, there is some consensus in the literature on the relationship between the inclusion of ICT by businesses and their degree of perceived utility. The use and management of ICT has proved decisive in the organizational architecture of firms during the last few decades (Farbey et al 1994;Pollard and Hayne 1998), becoming one of the cornerstones of the business strategies of companies (Papastathopoulos and Beneki 2010). So, managers should focus in the correct implementation of ICT, based on the comprehension and acceptation of the players.…”

Service Productivity: What Stops Service Firms from Measuring It?

“…Perhaps when firms have decided to make an investment, the system is more likely to be used, because the firms believe they cannot afford to let available resources idle. Some service firms deliberate more over SPM-related investments, but such investments can lead to firm-level benefits (Pollard & Hayne, 1998).…”