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Title
Technological uncertainties in growth performance

47 %
SIMILARITY INDEX
41 %
ACADEMIC
23 %
INTERNET
Date: 2022-02-06 12:48:11(+00:00 UTC)
Report ID: 61ffc3e7e1c673c39
Word count: 845
Character count: 5084
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57%
The focus of this study is acquisition of something like a technology from a source59%
outside
the organisation and its integration into a new or current operational process. Based on
organisational information processing theory and technology management literature, 97%
this
research proposes a conceptual framework for external technology integration. External
technology integration will be most successful when the level of interaction between the63%
source of the technology and the recipient of the technology is appropriately matched, or fit,
to the characteristics of the technology 62%
to be integrated, according to the primary hypothesis
underlying the conceptual framework. The four hypotheses 93%
of the conceptual framework are
tested using a cross- sectional survey approach, with the results demonstrating strong support
for the fit hypothesis and general support for the contextual hypotheses. The role of78% non-
dyadic elements in external technology integration is also supported by this study. Internal
factors like user participation in the technology integration process and62%
the criticality of the
technology integration instance are significant predictors of success. The paper concludes
with a discussion of the study's consequences for theory and practise.

Big Data Analytics Capabilities and Knowledge Management: Impact on Firm Performance
95%
Alberto Ferraris, Alberto Mazzoleni, Alain Devalle and Jerome Couturier
Management Decision
The major goal of this study is to highlight the importance of the underlying capabilities
required to fully exploit big data. Using bid data as a resource, we may argue that competitive
advantage can be gained and maintained by developing and combining new capabilities
linked to big data utilisation. In fact, investing in big data technology alone is insufficient to
generate value and establish a new competitive edge. A company thus need a one-of-a-kind
58%
set of resources in order to develop capabilities that are superior to those of competitors, as
well as dynamic in response to changes in the external environment and difficult to copy.
Paper suggests that future research could focus on other important resources for big data
exploitation, such as the development of a data-driven culture that focuses managers'
attention on how they make decisions, or the technical skills possessed by employees in terms
of education and trainings related to big data-specific competencies.
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100%
The Role of Uncertainty, Perceived Ease of Use, And Perceived Usefulness Towards the
Technology Adoption
100%
Dyah Sugandini, Purwoko, Argo Pambudi, Siti Resmi, Reniati, Muafi and Rizqi Adhyka
Kusumawati
International Journal of Civil Engineering and Technology
58%
The concept of uncertainty and compatibility 60%
were incorporated into the Technology
Acceptance Model in this study (TAM). The background 51%
of technology adoption is examined
from the perspective of the artisan, who is also a user. In Micro Small Medium Enterprises60%
(MSME), the majority of the craftspeople are elderly and averse to modern technologies. The
primary goal of this study is to evaluate an innovation adoption model on MSME that 51%
are
influenced by uncertainty, perceived utility,
77%
simplicity of usage, and compatibility. A total of
151 craftspeople took
65%
part in this study. Structural Equation Modeling is used to analyse the
data in two steps. The model
52%
measurement results suggest that the instruments have strong
and consistent validity. Because the goodness- of- fit value is high, 74%
the outcome of the
Structural Equation Model analysis gives 100% a satisfactory result, indicating that the model can
extract the variance
70%
of its empirical data. All of five hypotheses submitted in this research are
supported. Uncertainty, perceived ease of use, and perceived utility all influence technology
adoption.

To understand various uncertainties in technology development &

implementation:
75%
Due to opacity,53%
complexity, multi- agency, long- development trajectories, future direction,
global nature, effect, and the fact that technology frequently alters in application, many new
technologies are surrounded by uncertainty. These reasons drive the attention of managers
that uncertainty is an essential concept in technology development & implementation.
A technology can be developed internally or acquired from an outside source depending on
the complexity of the business as well the requirement of the technology. While a company
may have the skills, resources, and incentive to develop such technology
70%
internally, new
process technology is frequently obtained from an external source. This process of managing
the acquisition & implementation of technology from an external source is referred to as
external technology implementation.
Essential dimensions that influence external technology implementation are existing
technology, analytical tools (big data analytics), technology uncertainty, interorganizational
interdependence, task uncertainty, & knowledge management.
74%
Technology uncertainty in external technology implementation, is defined to77% be the lack of
information needed to obtain and implement the technology to be integrated . More precisely,
technology uncertainty is defined as the 56%
discrepancy between (1) the information required by
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99%
Task uncertainty is “the difference between the amount of information required to perform
the task and the amount of information already possessed by the organization ”. Task
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65%
uncertainty
62%
varies by organisation: a task that is definite for one may be uncertain for another.
The task's features produce or contribute to task uncertainty.