Original Research

A critical analysis of information and communications technology adoption: The strategy-as-practice perspective

Neelambal M. Govender, Marius Pretorius
Acta Commercii | Vol 15, No 1 | a229 | DOI: https://doi.org/10.4102/ac.v15i1.229 | © 2015 Neelambal M. Govender, Marius Pretorius | This work is licensed under CC Attribution 4.0
Submitted: 03 October 2013 | Published: 05 May 2015

About the author(s)

Neelambal M. Govender, Faculty of Economic and Management Sciences, University of Pretoria, South Africa
Marius Pretorius, Faculty of Economic and Management Sciences, University of Pretoria, South Africa


Purpose: The ubiquitous pace of innovation is spawning a multitude of information and communications technology (ICT) products that are both redefining the manner in which organisations operate and have the potential to engender organisations with strategic advantage through the adoption of these products. However, the challenges that this presents to organisations include developing agile strategies that cater for market instabilities, determining what technology to adopt and ensuring that the appropriate technology is adopted. Thus, the purpose of this article is to perform a critical analysis of ICT adoption in an attempt to determine the influence that the pace of technology has on organisations in their endeavour to stay abreast of their market environment and to develop a comprehensive ICT adoption framework.

Design/methodology/approach: This is exploratory research that concentrates on ICT adoption studied through the strategy-as-practice lens. Through critical analysis, the scientific literature was analysed to determine ICT adoption factors and to gain a better understanding of ICT adoption in the modern context. The principles of grounded theory were applied where repetitive reading of selected articles made it possible to identify factors that are associated with ICT adoption.

Findings: The study identified three key factors of ICT adoption, namely ‘external’, ‘innovation’ and ‘organisational’. A number of ICT adoption characteristics were identified which were categorised against the three factors. In addition, the study identified critical management challenges associated with ICT innovation and the adoption thereof in the modern business context.

Research limitations/implications: The proposed ICT adoption framework is based on scientific literature only and no popular writings, blogs or forums were included.

Practical implications: Strategists need to understand that developing agile strategies involves more than discipline; it embraces an in-depth understanding of ICT adoption factors, insight into the daily operations of managers and an awareness of innovations in ICT.

Originality/value: The article aims to enable organisations to better understand the effects of ICT innovation and the influence this has on management roles. Additionally, it presents a comprehensive ICT adoption framework that can aid strategists in understanding the factors that influence ICT adoption.


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