International Journal of Innovation and Technology Management

Many technological innovations have occurred within the past decade that have revolutionized the banking industry. The most important has been the Internet and the emergence of mobile-commerce (m-commerce). The aim of this paper is to investigate how Wireless Application Protocol (WAP) banking is being implemented with younger adopters. A conceptual model is developed based on the behavioral intentions younger adopters have on WAP banking that is tested through a survey instrument. Social cognitive theory underpins the conceptual model and helps to explain some of the findings from the study. Suggestions for future research are also espoused.

We consider here the governance of learning and the diffusion of technological knowledge in the civil aircraft industry. We describe a systemic process by which specialization in knowledge encourages depth whilst breadth is captured through the integration of contributions by the lead manufacturer, which acts as systems integrator. We explore the boundaries of the knowledge bases related to airframe structure and systems and aircraft instrumentation by using patents as tracers, considering the range of scientific and technological disciplines related to the industry as well as the sources of that knowledge. We conclude that knowledge base supporting the aeronautics industry is complex and multidisciplinary, and that firms acting as system integrators have to hold the broadest knowledge bases to co-ordinate design and production.

This study explores differences in decision making processes of public and private organizations in the service industry when they acquire information technologies (IT). The service sector has become increasingly important for economic growth and wealth in the United States. It is the fastest growing sector among the three traditional sectors: goods, manufacturing and services. Aside from the fast growing privately organized service business, public organizations have played an important role as service providers for many years. The public sector has also undergone significant changes towards privatizations. Public service organizations have started to compete with the private sector. Thus, they are forced to improve the speed and efficiency of their decision making processes. The study accomplishes this by specifically investigating IT-purchasing decisions of three private corporations, one academic institution and the United Nations. The study makes use of expert interviews done on site or on line with mid and high-level decision makers of the five organizations.

The Six Facets Model presents a tool for managing the implementation of change in an organization. Its utility, however, is largely to be found after the decision to implement a major technological change has been made. This paper proposes a Modified Analytic Hierarchic Process (MAHP) to supplement the Six Facets Model by allowing the manager to consider whether to implement a new technology before turning to the Six Facets Model to ensure a successful implementation. The combination of these tools yields a simple, yet powerful, approach to the management of new technology.

The Japanese telecom giant DoCoMo launched promoted its proprietary i-mode mobile services in 1999 and overseas in 2002. Diffusion overseas was much slower than expected, however. This paper investigates the diffusion of Japanese i-mode mobile internet in Europe from an institutional perspective, focusing on five earlier i-mode overseas operators located in Taiwan, The Netherlands, Germany, Belgium, and France. We found four strategic institutional levers that stimulated i-mode domestic diffusion but failed to appear in overseas areas: operator leadership, subscriber scale, mobile penetration rate, and the ability of the firm to coordinate capability among complements. We propose strategies to internationalize a new standard by co-branding with local vendors and by using penetration pricing as an incentive for switching. Additionally, we recommend an industrial policy that drives cannibalization to facilitate mobile migration to a more advanced standard.

Too many enterprise innovation efforts, including those focused on enterprise process innovation (EPI), have led to underwhelming results. The growing list of ingredients for EPI are well known, well studied, and widely practiced. What is less often the topic of scholarly research is the question of how to mix these ingredients into a customized recipe for a specific enterprise. Further research into the variables that correlate with effective EPI recipes is called for, with an emphasis on meta-tool creation to enable managers to make informed decisions about the right ingredient mixture for their specific EPI challenges.