Premkumar and Ramamurthy (1995) discovered that due to internal pressures and a desire to gain a competitive advantage, enterprises must adopt new technologies. It is likely that they may also face not only pressures resulting from technological innovations generated by upstream and downstream partners in the supply chain and by competitors but also pressures resulting from new developments in business models and industry standards. Therefore, we propose the following:
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We will now describe the different criteria which have been taken into consideration during the decision process. In order to structure our findings, we adopted the Technology–Organization–Environment (TOE) framework developed by Depietro, et al. (1990). According to the TOE framework, the adoption and implementation of technological innovations is influenced by three elements. First, the technological context refers to characteristics of the technologies which are available for possible adoption by the organization, and the current state of technology in the organization. This current state of technology can be expressed in both material (e.g., equipment owned by the organization) and immaterial (e.g., methods currently in use). Second, the organizational context consists of the organizational structure, the presence of innovation–enabling processes such as informal communication and strategic behavior of top management, and the size and slack resources of the organization. Third, the environmental context combines elements such as market structure and characteristics, the external support available for adopting new technologies and government regulations. TOE does not provide concrete model describing the factors that influence the organizational adoption decision; it is rather a taxonomy for classifying adoption factors in their respective context. The TOE framework has been used by a large number of studies to investigate the adoption of, for example, Electronic Data Interchange (EDI) (Kuan and Chau, 2001), open systems (Chau and Tam, 1997), and e–business (Zhu and Kraemer, 2005). 2ff7e9595c
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