An exploration of the role of information systems in developing strategic growth in small and medium-sized enterprises

This submission demonstrates that the attached papers and book represent a significant contribution to knowledge in the field of information systems (IS) with a particular focus on small and medium sized enterprises. The theme throughout the publications is consistent: identifying strategic opportunities from information systems for small and medium sized enterprises (SMEs). This document presents the papers and evaluates their contribution. The papers and a copy of the book are included with this document. The papers and book demonstrate the research contribution in four ways. The first contribution is to IS strategy knowledge, where the research has identified that IS analytical models that depend on IS department-business relationships are not useful in the SME context. Additionally, the research identifies those IS models that can be used in all organisational contexts to analyse strategic management information systems requirements. Second, the research demonstrates IS concepts developed in the large firm context such as evaluation, flexibility and knowledge sharing may only have limited applicability in SMEs. Third, the research contributes by developing a new model, the Focus-Dominance model that provides insights into analysing opportunities for strategic IS investment in SMEs. The final research contribution identifies issues that influence SME growth from internet adoption and e-business opportunities. The papers represent development of the research theme over the last 13 years. The main themes of the papers are information systems strategy; exploring IS issues in the 2 SME context; strategic context of IS investment in SMEs and internet adoption and strategy in SMEs. The twelve papers and book represent a subset of the author‟s publications. These have been selected as they show the main contribution to knowledge. The book demonstrates a research led approach to understanding the information systems issues that can influence SME growth. It is the first book that has been written on this topic and provides a useful source for the growing number of researchers in the field. The submission is organised as follows. A brief discussion is included on the reasons why SMEs behave differently from large firms and what this means for information systems. The next section presents the papers. These explore the validity of IS concepts in the SME context. Following on from this the submission considers the drivers and enablers of IS investment in SMEs. Finally the development of new theories in analysing strategic IS investment is discussed. Within the discussion the significance of the contribution, and the role played by co-authors is highlighted. The final section reflects upon the research contribution, methodology, research impact and current and future research. Table 1 presents the list of papers for submission with a brief summary of their contribution. Appendix 1 includes the written statements by collaborators of joint papers. Appendix 2 presents the author‟s contribution to the submitted papers. Appendix 3 presents the known citations for papers included in the submission. Appendix 4 presents the author‟s full publication list

SMEs and Internet Adoption Strategy: Who Do SMEs Listen To?

Governments have developed policies and strategies which are designed to assist SMEs to become eenabled. It is not clear what impact these strategies have on SMEs. There is some evidence that customers drive adoption due to the need to integrate information in the supply chain. There is also some evidence that owners of SMEs drive forward adoption, primarily because of the perceived benefits. The paper uses network actor theory to investigate these issues. Five influence networks are identified. These are the expert network, primarily IT firms; the industry led network, SMEs working in collaboration with industry organisations; the customer led network, driven by customer requirements. The drivers of these networks are primarily strategic. The final two networks are the ICT support network and novice networks which are driven by the SME owner. The key difference is less developed internal IT. The main outcome from the analysis is that government policies and strategies have no influence on adoption. The second outcome is that competitor pressure has no influence. The research supports the contention that customer pressure is central. Additionally, IT suppliers have a key influencing role. The implications for government are explored

SME Transformation: Modelling Progressions

Small firms (SMEs) are encouraged to embrace e-business. However, the mechanisms by which such business transformation occurs is not understood. IS transformation models suggest a single path, though, there is little evidence that SMEs follow it, and e-business transformation models are untested. Venkatraman’s business transformation model provides a means of determining IS development that has been validated in large firms. While there is little research into its applicability to SMEs, research here in multiple SME cases reveals three business transformation paths, termed proscribed, disconnected and disjointed. The research demonstrates why some SMEs ossify at certain stages of transformation, and how disconnected progression may preclude SMEs from gaining the benefits of process redefinition and scope redesign. The implications for e-business, for the model and for SMEs are discussed

Consumers\u27 perception of control over online information disclosure. an electronic focus group study

This study focuses on consumers’ perception of control over personal information disclosure on the Internet. Specifically, we examine how consumers perceive controlling their personal data that online companies collect for marketing and customer relationship management purposes. We aim to answer this research problem by clarifying 1) how do consumers express the perception of control over their personal information, and 2) how do consumers perceive controlling their personal information disclosure. Our empirical data is based on four computer-mediated focus group interviews. Our findings show that the perception of control is combined with all stages of personal data utilization: collection, storage and usage. Thus, consumers keep these stages in mind when thinking about their attitudes towards the collection and offering of their personal information. The interviewees also spontaneously mentioned various means with which they control personal data. Perceived trust towards companies, own initiative and permission-based marketing were also combined to the control speech. In summary, the interviewees mostly perceived that they were not controlling their personal data on the Internet. Only when they were talking about control methods of the information disclosure stage, they expressed the perception of control

IS Strategy in SMEs Using Organizational Capabilities: The CPX Framework

Developing appropriate information systems strategies (ISS) is vital, yet problematic, especially for small firms given their organizational context. However, resource-based theory may offer a solution. Building on earlier work that identified the potential from resource-based strategy for ISS, this paper considers the role of core capabilities in organizations competing in dynamic markets. Core capabilities are deconstructed into competences, processes and externalities to enable identification of future information systems. A fourth element of the analysis, evaluation, provides an opportunity to address issues that affect potential solutions. These four components form the \u27CPX framework\u27. The framework is applied to a case firm to demonstrate its value within the overall development of an ISS. Discussion of the framework\u27s potential and issues for future research are identified

Process re-engineering success in small and medium-sized enterprises

The factors that lead to business process re-engineering (BPR) success in small and medium-sized enterprises (SMEs) are not clearly understood. This paper reviews the main contributing factors to BPR success using a framework that considers culture, structure, technology and resource. Eight Taiwanese case studies are used to explore issues contributing to, or impeding, successful process re-engineering in small firms. The analysis shows that BPR success is empowered by innovation, employee empowerment, top management commitment and strategic direction and is dependent upon customer relations, IS involvement and financial resources

Strategic Intent and E-Business in SMEs: Enablers and Inhibitors

Small firms’ use of e-business is limited, and little is known about what drives them to embrace e-business. Using survey data from 354 small and medium-sized enterprises (SMEs) in the UK West Midlands, this paper investigates e-business use and drivers. It first discusses different growth strategies adopted by SMEs and then reviews Internet adoption in SMEs. Drivers and inhibitors of e-business are identified. Three research questions are derived: Does strategic intent drive e-business adoption, and is it a factor of market position or product innovation? Is this consistent across sectors? How is strategic intent and industry adoption influenced by the enablers and inhibitors of e-business adoption? This research demonstrates that strategic intent influences decisions to invest in e-business. Those SMEs remaining in their existing markets are the least likely to invest, primarily due to the Internet not being seen as necessary for growth. Product innovation rather than market penetration drives e-business, and e-business drivers and inhibitors provide insights into this