Current business trends alter the traditional business ways that resulted to a shift of operations and environment. Technological innovations or digitalization (Earl, 1998) and globalization (Mauri and Phatak, 2001) are among these trends. In all functioning global industries, these trends paved way to the supplementary improvements related to the existing concept of organizational management and approaches. The impact of technology as a source of competitive advantage for manufacturing industries is widely accepted by practitioners, governments and academics (Phaal et al. 2001, p. 1116). Due to the incessant technological revolution and innovations, companies especially those who operate globally necessitate the use of high forms of technology to conduct business. The global market is considered to be in hypercompetition (D’Aveni 1995) mode and its rate is increasing as technology and industry concentration is intensified. With the international conditions of every particular business, the aim for competitive advantage and market superiority remains to be one of the most important factors at hand. Aside from ensuring effectiveness in management, profit-oriented corporations are also considering a total evaluation of their marketing standards.
In general, technology plays a great role and importance in the course of advancing the processes that are evident in human activities. Khalil (2001) argues that effective technology management reflects even greater role and value in the performance of companies and its people to accept and manage technological applications and innovations as directed to the development of their most sought-after global competitive advantages. Technology management surely brings advantages and increases the opportunity in the economic development and productivity. Li-Hua and Khalil (2006) affirm that technology management outlines the strategic and functional regulation toward guaranteed economic success and wealth acquisition. Internet technologies continuously emerge as the primary infrastructure of doing online business. Because of its outstanding features of dynamism and decentralization, it serves as the most potent avenue for building and maintaining competitive advantages while opening and harnessing opportunities for business expansion.
Current developments in the work environment: a technology perspective
This discussion illustrates the case of HSBC Group (formerly known as Hong Kong and Shanghai Banking Corporation). HSBC exploits the benefits of the Internet through built-in infrastructure and integral feature of corporate working. The Group believes e-commerce changes the framework of the financial services industry. HSBC similarly perceives e-commerce as effective means of hitting a new global target market with potential customers while similarly improving its services offered to existing line of patrons. HSBC uses e-commerce and related technologies to restructure frameworks in business operations and affiliates. This is based on the aim of providing efficient, upscale, and enhanced customer quality services. The technologies used by HSBC offers complete collection of their international services where the clients can successfully deal with their processing regardless of time and space barriers. The Bank acknowledges the usage of e-commerce and Internet technology as a considerable strategy for competitive advantage (Tansey 2002). The Group reorganised its corporate framework in its key managerial aspects (i.e. human resources, job specifications, work load, etc.) for the application of high technology and put in place several key mechanism of its existing strategy. As HSBC aims to concentrate on increasing earnings over the long term at a favourably rate next to its peer group, it focuses on investing on technology along with other corporate features as reflected in its comparative stock market rating and total shareholder return (TSR) (hsbc.com 2007). Tansey (2002) reports that the bank spent over US$2 billion in 2000 on technology infrastructure alone, including a large percentage on dot.com programmes. This investment is more likely the basis for current HSBC’s competitive position in providing clients with needed financial and banking services using the Internet on a multi-geographical and multi-product foundation.
For technology management, HSBC uses Internet technology in advertising strategy. According to Boudreau and Watson (2006), the Internet advertising strategy of HSBC is very different from its corporate strategy. Accordingly, HSBC’s website (www.hsbc.com) highlights responsiveness much more than integration. The said domain was deemed to be unattractive and serves mainly as a common avenue or router to other HSBC websites as categorised by country, group member, or type of financial service. Websites have richly customised information, local and English languages while regional websites are named using their own intuitive URLs (e.g. Australia’s HSBC – www.hsbc.com.au and so on). The basic contents include the Group’s logo, colouring and general layout except for its content that is based on local requirements. Thus, the services available are different from website to website.
HSBC wanted to serve its global customers better through Internet technology. As result, HSBC established corporate outsourcing centres in India, China, Malaysia, the Philippines and Sri Lanka to help make its core financial offerings multicultural particularly in an increasingly global business (Gottfredson and Phillips 2005). Using the Internet as main technological driver, HSBC devotes its attention towards the development of a premium segment with its various finance and insurance services (Loughran et al. 2004) especially when a specified market is already in the control of other companies. The competitive edge of Internet technology as applied by HSBC is evident in cases where they rapidly establish business functioning in the area. In general, considerable self-sufficiency has been provided to local divisions to cater to local needs and preferences as the main headquarters is not trying to influence local decisions in terms of Internet strategy, which appears to be totally decentralised (Boudreau and Watson 2006).
The management of technology of HSBC is aggressive as it serves as one of the Group’s competitive strategies. The Group employs commercial institution for the procurement of new technologies. In the earlier years, IBM is developed an Interactive Financial Services (IFS) system, which links in with the full range of customers’ own technology: the Internet, interactive TV, mobile phones and other wireless modes of data transmission. IFS is designed to give HSBC’s customers the freedom to access their finances where and when they wish. Also, HSBC launched the UK’s first nationally available TV banking service digital satellite provided by Sky in 1999. This has already attracted over 126,000 customers. Early this year, Fair Isaac Corporation, the leading provider of analytics and decision management technology, announced that HSBC would utilise their “proven software technologies, analytic models and development processes for Enterprise Decision Management (EDM)” (fairisaac.com 2007). This integrated technology solutions will facilitate HSBC’s performance and increase its capacity to optimise productivity across its “consumer lending portfolios, and support its long-term growth objectives in the Asia-Pacific region” (fairisaac.com 2007). The members of human labour who are in charge of the management of technology needed specialised knowledge, skills and abilities (KSAs) in order to effectively manage, reduce risks, and contribute to the maximum profitability of the Group especially in the application of Internet and related technologies.
With the extensive coverage and numerous websites to manage, there is limitation in the procedure of technology management process evaluation, which includes a high-level strategic overview, where the impact of segmented technology areas on business areas is assessed. Phaal and associates (2001) identify that in technology management process evaluation, specific technology-business areas must be assessed in more detail, to evaluate the effectiveness of operational technology management processes, leading towards the development of practical improvement plans (p. 1117). Furthermore, the application of technology diminishes the personal interaction with both company and customer. The underlying reality is that the customers’ trust is still the prime consideration in strong banking brands rather than technology itself (Melewar and Navalekar 2002). One of the problems with which financial services like HSBC have to address, when they transfer majority of business transactions to e-channels, is the customer appeal of financial services. Boudreau and Watson (2006), suggest that HSBC possibly recognises that corporate customers are not greatly influenced by either its global or relevant local website. It must be remembered the banking, especially at the corporate level, has a strong personal relationship element and a website has little persuasive impact. Technology is not everything. As Li-Hua and Khalil (2006) note, knowledge is a key to control technology as a whole. The Group is into a disadvantageous position should it choose to neglect the personal integration of customers and macro as well as the finance and insurance industry environments. Therefore, HSBC has to be aware of the latest operations management changes, as well as changes in political, economic, legal and even demographic trends in order to develop the outside-in capabilities, such as market sensing, customer linking, channel bonding and technology monitoring (Humphrey et al. 2004).
In technology adoption, HSBC needs to devise technological systems that are responsive to the dynamics and divergent interpretations of information resulting from the changes in business environment (Shrader et al. 1989) as well as to the current demands of the global customers. Gregory (1995) enumerates five (5) generic processes in the adoption of technology.
1. Identification of technologies which are (or may be) of importance to the business.
2. Selection of technologies that should be supported by the organisation.
3. Acquisition and assimilation of selected technologies.
4. Exploitation of technologies to generate profit, or other benefits.
5. Protection of knowledge and expertise embedded in products and manufacturing systems.
These processes, if not properly considered by HSBC creates irreversible negative consequences. Another weakness is seen on the case of website and user interface. Loaicono (2000 cited in Li-Hua and Khalil 2006) identifies the quality of a website is determined by four (4) key factors: ease of use; usefulness; entertainment; and complementarity.
The challenge of the ever-changing technological infrastructure as well as business trends creates risks on technology management. While the Group employs the latest and most effective technology at present, this is not tantamount to corporate consistency and stability in performance. Design of e-business strategies should ensure that they are not limited on their overemphasis on consistency (Prescott 1986). The seemingly dependence of HSBC to Internet technologies is also a weakness itself. A considerable amount of complicated issues within HSBC such as top-level strategy, resource allocation, designing of production facilities and systems, pricing and the analysis of large databases (Radecki 2001) should be solved. As more and more competitors invest in technological infrastructure, HSBC must not concentrate on technology alone. They must minimise the mounting financial allocation to technology alone. They management should invest on resource-based aspects of the Group. Technology management in the case of HSBC is generalised. Thus, it is needed to be integrated in corporate (network view), business (external view), and operational (internal view) levels. In competition, another possible setback could be whether any of HSBC’s competitors has the need to form alliances (Hancock et al. 2002). Competition not only in market performance but also in corporate technological resources may affect technology management.
SYNTHESIS
In any business and industry sector, technology serves as among the drivers of corporate productivity and performance. ICT and its features contributed to quality management (Ang et al. 2000). This was proven by HSBC and its international business operations. The work in companies with high technology, like HSBC, is considerably different as compared to any of the other environments in which professionals and managers typically practice (Miner and Smith 1994; Parnell et al. 2000). The fact that external and internal environments where high technology companies exist are neither delicately defined nor effectively understood can generate a unique set of demands on the activities done by supervisors and those supervised or the subordinates (Eisenhardt 1989). This means that technology potentially addresses the limitations of human labour while similarly complemented by human manipulation. Knowledge is a key to control technology as a whole (Li-Hua and Khalil 2006, p. 12) while computer-based technology is just supplemental or complementary yet both is inseparable (Holsapple 2005). As rooted on knowledge, there must be continuing process that focuses on the creation of business mechanisms that are directed to performance improvements and mainly centred on people and not technology alone. According to Carraher and associates (2006), “the environment in high technology companies results in a fundamental dilemma for management practitioners because there is a need to be both structured (in terms of making timely decisions concerning rapidly changing technology) and flexible (able to shift rapidly due to changes in technology)” (p. 108). Harrison and Samson (2003) recognised that it is important for company’s technology to be properly managed so as to achieve effective and competitive status. Analysing technology management process in every organisation is necessary so as to evaluate the effectiveness as well as the applicability of the technologies used in the company operations and to predict the emerging trends and the need for continuous development not only in technology but in business management as whole.
References
--- 2007, “HSBC adopts Fair Isaac Strategy Science Framework to fuel growth in Asia-Pacific region,” fairisaac.com. Retrieved August 20, 2008 from www.fairisaac.com
--- 2007, “HSBC Corporate Website,” hsbc.com. Retrieved August 20, 2008 from www.hsbc.com
Ang, C, Davies, M, & Finlay, PN 2001, “Measures to assess the impact of information technology on quality management,” International Journal of Quality & Reliability Management, Vol. 17, No. 1, pp. 42-65.
Boudreau, M & Watson, RT 2006, “Internet advertising strategy alignment,” Internet Research, Vol. 16, No. 1, pp. 23-37.
Carraher, SM, Franklin, GM, Parnell, JA, Sullivan, SE 2006, “Entrepreneurial service performance and technology management: A study of China and Japan,” Journal of Technology Management in China, Vol. 1, No. 1, pp. 107-117.
D’Aveni, R 1995, “Coping with Hypercompetition: Utilizing the New 7S’s Framework,” Academy of Management Executive, Vol. 9, No. 3, pp. 46.
Earl, M 1998, Information Management: The Organizational Dimension, Oxford: Oxford University Press.
Eisenhardt, K 1989, “Making fast strategic decisions in high-velocity environments,” Academy of Management Journal, Vol. 32, pp. 543-76.
Gottfredson, M & Phillips, S 2005, “A sourcing strategy for enhancing core capabilities,” Strategy & Leadership, Vol. 33, No. 6, pp. 48-49.
Gregory, MJ 1995, “Technology management: a process approach,” Proceedings of the Institution of Mechanical Engineers, Vol. 209, pp. 347-56.
Hancock, D, Humphrey, DB, & Wilcox, JA 2002, “Cost Reductions in Electronic Payments: The Roles of Consolidation, Economies of Scale and Technical Change,” Journal of Banking and Finance, Vol. 23, pp. 391-421.
Harrison, N & Samson, D 2003, Technology Management, McGraw-Hill Education, Beijing: Tsinghua University Press.
Holsapple, CW 2005, “The inseparability of modern knowledge management and computer-based technology,” Journal of Knowledge Management, Vol. 9, No. 1, pp. 42-52.
Humphrey, DB, Pulley, L, & Vesala, JM 2004, “Cash, Paper and Electronic Payments: A Cross-Country Analysis,” Journal of Money, Credit and Banking, Vol. 28, No. 4, pp. 914-939.
Khalil, T 2001, “Future direction and needs in the management of technology,” in Management of Technology: The Key to Prosperity to the Third Millennium, Amsterdam/Oxford: Elsevier Science Ltd/Pergamon Press.
Li-Hua, R & Khalil, TM 2006, “Technology management in China: a global perspective and challenging issues,” Journal of Technology Management in China, Vol. 1, No. 1, pp. 9-26.
Loiacono, E 2000, WebQuale: a web site quality instrument – doctoral dissertation, Athens, GA: Department of Management Information Systems, University of Georgia.
Loughran, T, Ritter, JR, & Rydqvist, K 2006, “Initial Public Offerings: International Insights,” Pacific-Basin Finance Journal, Vol. 2, pp. 165-199.
Mauri, A & Phatak, A 2001, ‘Global Integration as Inter-Area Product Flows: The Internalization of Ownership and Location Factors Influencing Product Flows across MNC units’, Management International Review, vol. 41, no. 3, pp. 233-249.
Melewar, TC & Navalekar, A 2002, “Leveraging corporate identity in the digital edge,” Marketing Intelligent and Planning, Vol. 20, No. 2, pp. 96-103.
Miner, J & Smith, N 1994, “Role of entrepreneurial task motivation in the growth of technologically innovative firms,” Journal of Applied Psychology, Vol. 79 No. 4, pp. 627-30.
Parnell, J, Carraher, S, & Odom, R 2000, “Strategy and performance in the entrepreneurial computer software industry,” Journal of Business & Entrepreneurship, Vol. 12, No. 3, pp. 49-66.
Phaal, R, Farrukh, CJP, & Probert, DR 2001, “Technology management process assessment: a case study,” International Journal of Operations & Production Management, Vol. 21 No. 8, pp. 1116-1132.
Prescott, JE 1986, “Environments as Moderators of the Relationship between Strategy and Performance,” Academy of Management Journal, Vol. 29, pp. 329-346.
Radecki, LJ 2001, “The Expanding Geographic Reach of Retail Banking Markets,” Federal Reserve Bank of New York Economic Policy Review, Vol. 4, pp. 15-34.
Shrader, CB, Mulford, CL, & Blackburn, VL 1989, “Strategic and Operational Planning, Uncertainty and Performance in Small Firms,” Journal of Small Business Management, Vol. 25, pp. 45-60.
Tansey, SD 2002, Business, information technology and society, New York, NY: Routledge.
In general, technology plays a great role and importance in the course of advancing the processes that are evident in human activities. Khalil (2001) argues that effective technology management reflects even greater role and value in the performance of companies and its people to accept and manage technological applications and innovations as directed to the development of their most sought-after global competitive advantages. Technology management surely brings advantages and increases the opportunity in the economic development and productivity. Li-Hua and Khalil (2006) affirm that technology management outlines the strategic and functional regulation toward guaranteed economic success and wealth acquisition. Internet technologies continuously emerge as the primary infrastructure of doing online business. Because of its outstanding features of dynamism and decentralization, it serves as the most potent avenue for building and maintaining competitive advantages while opening and harnessing opportunities for business expansion.
Current developments in the work environment: a technology perspective
This discussion illustrates the case of HSBC Group (formerly known as Hong Kong and Shanghai Banking Corporation). HSBC exploits the benefits of the Internet through built-in infrastructure and integral feature of corporate working. The Group believes e-commerce changes the framework of the financial services industry. HSBC similarly perceives e-commerce as effective means of hitting a new global target market with potential customers while similarly improving its services offered to existing line of patrons. HSBC uses e-commerce and related technologies to restructure frameworks in business operations and affiliates. This is based on the aim of providing efficient, upscale, and enhanced customer quality services. The technologies used by HSBC offers complete collection of their international services where the clients can successfully deal with their processing regardless of time and space barriers. The Bank acknowledges the usage of e-commerce and Internet technology as a considerable strategy for competitive advantage (Tansey 2002). The Group reorganised its corporate framework in its key managerial aspects (i.e. human resources, job specifications, work load, etc.) for the application of high technology and put in place several key mechanism of its existing strategy. As HSBC aims to concentrate on increasing earnings over the long term at a favourably rate next to its peer group, it focuses on investing on technology along with other corporate features as reflected in its comparative stock market rating and total shareholder return (TSR) (hsbc.com 2007). Tansey (2002) reports that the bank spent over US$2 billion in 2000 on technology infrastructure alone, including a large percentage on dot.com programmes. This investment is more likely the basis for current HSBC’s competitive position in providing clients with needed financial and banking services using the Internet on a multi-geographical and multi-product foundation.
For technology management, HSBC uses Internet technology in advertising strategy. According to Boudreau and Watson (2006), the Internet advertising strategy of HSBC is very different from its corporate strategy. Accordingly, HSBC’s website (www.hsbc.com) highlights responsiveness much more than integration. The said domain was deemed to be unattractive and serves mainly as a common avenue or router to other HSBC websites as categorised by country, group member, or type of financial service. Websites have richly customised information, local and English languages while regional websites are named using their own intuitive URLs (e.g. Australia’s HSBC – www.hsbc.com.au and so on). The basic contents include the Group’s logo, colouring and general layout except for its content that is based on local requirements. Thus, the services available are different from website to website.
HSBC wanted to serve its global customers better through Internet technology. As result, HSBC established corporate outsourcing centres in India, China, Malaysia, the Philippines and Sri Lanka to help make its core financial offerings multicultural particularly in an increasingly global business (Gottfredson and Phillips 2005). Using the Internet as main technological driver, HSBC devotes its attention towards the development of a premium segment with its various finance and insurance services (Loughran et al. 2004) especially when a specified market is already in the control of other companies. The competitive edge of Internet technology as applied by HSBC is evident in cases where they rapidly establish business functioning in the area. In general, considerable self-sufficiency has been provided to local divisions to cater to local needs and preferences as the main headquarters is not trying to influence local decisions in terms of Internet strategy, which appears to be totally decentralised (Boudreau and Watson 2006).
The management of technology of HSBC is aggressive as it serves as one of the Group’s competitive strategies. The Group employs commercial institution for the procurement of new technologies. In the earlier years, IBM is developed an Interactive Financial Services (IFS) system, which links in with the full range of customers’ own technology: the Internet, interactive TV, mobile phones and other wireless modes of data transmission. IFS is designed to give HSBC’s customers the freedom to access their finances where and when they wish. Also, HSBC launched the UK’s first nationally available TV banking service digital satellite provided by Sky in 1999. This has already attracted over 126,000 customers. Early this year, Fair Isaac Corporation, the leading provider of analytics and decision management technology, announced that HSBC would utilise their “proven software technologies, analytic models and development processes for Enterprise Decision Management (EDM)” (fairisaac.com 2007). This integrated technology solutions will facilitate HSBC’s performance and increase its capacity to optimise productivity across its “consumer lending portfolios, and support its long-term growth objectives in the Asia-Pacific region” (fairisaac.com 2007). The members of human labour who are in charge of the management of technology needed specialised knowledge, skills and abilities (KSAs) in order to effectively manage, reduce risks, and contribute to the maximum profitability of the Group especially in the application of Internet and related technologies.
With the extensive coverage and numerous websites to manage, there is limitation in the procedure of technology management process evaluation, which includes a high-level strategic overview, where the impact of segmented technology areas on business areas is assessed. Phaal and associates (2001) identify that in technology management process evaluation, specific technology-business areas must be assessed in more detail, to evaluate the effectiveness of operational technology management processes, leading towards the development of practical improvement plans (p. 1117). Furthermore, the application of technology diminishes the personal interaction with both company and customer. The underlying reality is that the customers’ trust is still the prime consideration in strong banking brands rather than technology itself (Melewar and Navalekar 2002). One of the problems with which financial services like HSBC have to address, when they transfer majority of business transactions to e-channels, is the customer appeal of financial services. Boudreau and Watson (2006), suggest that HSBC possibly recognises that corporate customers are not greatly influenced by either its global or relevant local website. It must be remembered the banking, especially at the corporate level, has a strong personal relationship element and a website has little persuasive impact. Technology is not everything. As Li-Hua and Khalil (2006) note, knowledge is a key to control technology as a whole. The Group is into a disadvantageous position should it choose to neglect the personal integration of customers and macro as well as the finance and insurance industry environments. Therefore, HSBC has to be aware of the latest operations management changes, as well as changes in political, economic, legal and even demographic trends in order to develop the outside-in capabilities, such as market sensing, customer linking, channel bonding and technology monitoring (Humphrey et al. 2004).
In technology adoption, HSBC needs to devise technological systems that are responsive to the dynamics and divergent interpretations of information resulting from the changes in business environment (Shrader et al. 1989) as well as to the current demands of the global customers. Gregory (1995) enumerates five (5) generic processes in the adoption of technology.
1. Identification of technologies which are (or may be) of importance to the business.
2. Selection of technologies that should be supported by the organisation.
3. Acquisition and assimilation of selected technologies.
4. Exploitation of technologies to generate profit, or other benefits.
5. Protection of knowledge and expertise embedded in products and manufacturing systems.
These processes, if not properly considered by HSBC creates irreversible negative consequences. Another weakness is seen on the case of website and user interface. Loaicono (2000 cited in Li-Hua and Khalil 2006) identifies the quality of a website is determined by four (4) key factors: ease of use; usefulness; entertainment; and complementarity.
The challenge of the ever-changing technological infrastructure as well as business trends creates risks on technology management. While the Group employs the latest and most effective technology at present, this is not tantamount to corporate consistency and stability in performance. Design of e-business strategies should ensure that they are not limited on their overemphasis on consistency (Prescott 1986). The seemingly dependence of HSBC to Internet technologies is also a weakness itself. A considerable amount of complicated issues within HSBC such as top-level strategy, resource allocation, designing of production facilities and systems, pricing and the analysis of large databases (Radecki 2001) should be solved. As more and more competitors invest in technological infrastructure, HSBC must not concentrate on technology alone. They must minimise the mounting financial allocation to technology alone. They management should invest on resource-based aspects of the Group. Technology management in the case of HSBC is generalised. Thus, it is needed to be integrated in corporate (network view), business (external view), and operational (internal view) levels. In competition, another possible setback could be whether any of HSBC’s competitors has the need to form alliances (Hancock et al. 2002). Competition not only in market performance but also in corporate technological resources may affect technology management.
SYNTHESIS
In any business and industry sector, technology serves as among the drivers of corporate productivity and performance. ICT and its features contributed to quality management (Ang et al. 2000). This was proven by HSBC and its international business operations. The work in companies with high technology, like HSBC, is considerably different as compared to any of the other environments in which professionals and managers typically practice (Miner and Smith 1994; Parnell et al. 2000). The fact that external and internal environments where high technology companies exist are neither delicately defined nor effectively understood can generate a unique set of demands on the activities done by supervisors and those supervised or the subordinates (Eisenhardt 1989). This means that technology potentially addresses the limitations of human labour while similarly complemented by human manipulation. Knowledge is a key to control technology as a whole (Li-Hua and Khalil 2006, p. 12) while computer-based technology is just supplemental or complementary yet both is inseparable (Holsapple 2005). As rooted on knowledge, there must be continuing process that focuses on the creation of business mechanisms that are directed to performance improvements and mainly centred on people and not technology alone. According to Carraher and associates (2006), “the environment in high technology companies results in a fundamental dilemma for management practitioners because there is a need to be both structured (in terms of making timely decisions concerning rapidly changing technology) and flexible (able to shift rapidly due to changes in technology)” (p. 108). Harrison and Samson (2003) recognised that it is important for company’s technology to be properly managed so as to achieve effective and competitive status. Analysing technology management process in every organisation is necessary so as to evaluate the effectiveness as well as the applicability of the technologies used in the company operations and to predict the emerging trends and the need for continuous development not only in technology but in business management as whole.
References
--- 2007, “HSBC adopts Fair Isaac Strategy Science Framework to fuel growth in Asia-Pacific region,” fairisaac.com. Retrieved August 20, 2008 from www.fairisaac.com
--- 2007, “HSBC Corporate Website,” hsbc.com. Retrieved August 20, 2008 from www.hsbc.com
Ang, C, Davies, M, & Finlay, PN 2001, “Measures to assess the impact of information technology on quality management,” International Journal of Quality & Reliability Management, Vol. 17, No. 1, pp. 42-65.
Boudreau, M & Watson, RT 2006, “Internet advertising strategy alignment,” Internet Research, Vol. 16, No. 1, pp. 23-37.
Carraher, SM, Franklin, GM, Parnell, JA, Sullivan, SE 2006, “Entrepreneurial service performance and technology management: A study of China and Japan,” Journal of Technology Management in China, Vol. 1, No. 1, pp. 107-117.
D’Aveni, R 1995, “Coping with Hypercompetition: Utilizing the New 7S’s Framework,” Academy of Management Executive, Vol. 9, No. 3, pp. 46.
Earl, M 1998, Information Management: The Organizational Dimension, Oxford: Oxford University Press.
Eisenhardt, K 1989, “Making fast strategic decisions in high-velocity environments,” Academy of Management Journal, Vol. 32, pp. 543-76.
Gottfredson, M & Phillips, S 2005, “A sourcing strategy for enhancing core capabilities,” Strategy & Leadership, Vol. 33, No. 6, pp. 48-49.
Gregory, MJ 1995, “Technology management: a process approach,” Proceedings of the Institution of Mechanical Engineers, Vol. 209, pp. 347-56.
Hancock, D, Humphrey, DB, & Wilcox, JA 2002, “Cost Reductions in Electronic Payments: The Roles of Consolidation, Economies of Scale and Technical Change,” Journal of Banking and Finance, Vol. 23, pp. 391-421.
Harrison, N & Samson, D 2003, Technology Management, McGraw-Hill Education, Beijing: Tsinghua University Press.
Holsapple, CW 2005, “The inseparability of modern knowledge management and computer-based technology,” Journal of Knowledge Management, Vol. 9, No. 1, pp. 42-52.
Humphrey, DB, Pulley, L, & Vesala, JM 2004, “Cash, Paper and Electronic Payments: A Cross-Country Analysis,” Journal of Money, Credit and Banking, Vol. 28, No. 4, pp. 914-939.
Khalil, T 2001, “Future direction and needs in the management of technology,” in Management of Technology: The Key to Prosperity to the Third Millennium, Amsterdam/Oxford: Elsevier Science Ltd/Pergamon Press.
Li-Hua, R & Khalil, TM 2006, “Technology management in China: a global perspective and challenging issues,” Journal of Technology Management in China, Vol. 1, No. 1, pp. 9-26.
Loiacono, E 2000, WebQuale: a web site quality instrument – doctoral dissertation, Athens, GA: Department of Management Information Systems, University of Georgia.
Loughran, T, Ritter, JR, & Rydqvist, K 2006, “Initial Public Offerings: International Insights,” Pacific-Basin Finance Journal, Vol. 2, pp. 165-199.
Mauri, A & Phatak, A 2001, ‘Global Integration as Inter-Area Product Flows: The Internalization of Ownership and Location Factors Influencing Product Flows across MNC units’, Management International Review, vol. 41, no. 3, pp. 233-249.
Melewar, TC & Navalekar, A 2002, “Leveraging corporate identity in the digital edge,” Marketing Intelligent and Planning, Vol. 20, No. 2, pp. 96-103.
Miner, J & Smith, N 1994, “Role of entrepreneurial task motivation in the growth of technologically innovative firms,” Journal of Applied Psychology, Vol. 79 No. 4, pp. 627-30.
Parnell, J, Carraher, S, & Odom, R 2000, “Strategy and performance in the entrepreneurial computer software industry,” Journal of Business & Entrepreneurship, Vol. 12, No. 3, pp. 49-66.
Phaal, R, Farrukh, CJP, & Probert, DR 2001, “Technology management process assessment: a case study,” International Journal of Operations & Production Management, Vol. 21 No. 8, pp. 1116-1132.
Prescott, JE 1986, “Environments as Moderators of the Relationship between Strategy and Performance,” Academy of Management Journal, Vol. 29, pp. 329-346.
Radecki, LJ 2001, “The Expanding Geographic Reach of Retail Banking Markets,” Federal Reserve Bank of New York Economic Policy Review, Vol. 4, pp. 15-34.
Shrader, CB, Mulford, CL, & Blackburn, VL 1989, “Strategic and Operational Planning, Uncertainty and Performance in Small Firms,” Journal of Small Business Management, Vol. 25, pp. 45-60.
Tansey, SD 2002, Business, information technology and society, New York, NY: Routledge.
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