We report the results of a survey of 167 responses from managerial/senior-level staff to an open-ended question about the challenges of using social media (SM) in project management (PM). The results show that such challenges stem from three aspects: 1) external; 2) internal; and 3) a combination of internal/external to the project organization. While prior findings have shown some concerns about using SM, we not only provide novel insights about three distinct sets of challenges but also reveal that the nature of internal and external challenges may be similar at times. The distinction between their sources must be understood to overcome them. Academically, the study advances the literature on information management by providing a more nuanced classification of SM-related challenges specific to projects and discussing their effects. The study also develops six theoretical propositions for empirical testing. The findings will aid managers in developing strategies for leveraging SM for PM.

This study examines the role of social media analytics (SMA) in providing competitive intelligence (CI). Building on CI theory, the data from qualitative semi-structured interviews with respondents belonging to social media, manufacturing, telecommunication, IT and service industries were analyzed using Nvivo coding and matrix queries. The results show that SMA provides an expanded CI beyond the previous limits of customers/markets and competitors, including insights on supply chains, costs and information-flow. Moreover, SMA-driven CI can provide visibility to supply chain uncertainties enabling improvements in demand planning and inventory management. SMA can provide CI about competitors’ strengths and weaknesses and customers’ dynamics; however, the bi-directional nature of CI could be determinantal if SM-linked customers are not educated/kept informed. Matrix query results illuminate the differences/similarities in respondents’ views. Academically, the study shows that SMA provides expanded CI to businesses beyond previously known scope of competitor analysis.

This study argues that models of the innovation process tacitly assume that outcome benefits will automatically ensue from the innovation. We argue that models of the innovation process should include a final stage: performance outcome. We distil the elements of key existing models of the innovation process into a simplified model that links key elements of the process to the ultimate performance impact. We test our simplified model for validity in the context of the introduction of an information system innovation, enterprise resource planning (ERP) systems. The data used for the testing were collected through a cross-sectional survey of a number of Australian organizations. The data were analyzed using partial least squares (PLS) to test the validity of the model. Our findings show that key stages in the innovation process, such as the successful adoption of ERP software, have a critical effect on each other and on output performance. In this study, we have empirically shown the commonly assumed positive nature of the relationship between the various stages of the innovation process. This has previously been supported only by common-sense conjecture and individual examples. Managers can use the simple process model we have developed to prioritize their installation and the management of the information system innovations underpinning the stages defined in the model.

Research studies have shown that organisational readiness (OGRD) is a significant antecedent to the adoption and post-implementation success of enterprise resource planning (ERP). However, whether OGRD is associated with factors critical to achieving the implementation of ERP has not been examined. We report an empirical study that examines whether OGRD is associated with four critical success factors (CSFs) known to be critical in helping to achieve effective implementation of ERP projects. These CSFs are project management, business process re-engineering, training and education and system integration. A conceptual model derived from the literature was tested on data collected from 217 organisations using structural equation modelling. The results show that OGRD is significantly and positively associated with all four CSFs. Theoretically, our findings extend knowledge of the relationships among factors considered antecedent to different stages of ERP projects. Managerially, this knowledge can help in better planning, management and control of ERP projects.

This study identifies the key antecedent factors for accomplishing the adoption stage of enterprise resource planning (ERP) systems. Five potential antecedent factors of adoption were derived from the literature, including that on innovation theories, and data were obtained from a sample of 217 organizations across Australia. A structural equation modeling (SEM) technique was used to examine the complex relationships between antecedents and the adoption decision. We found that there were three positive drivers of a successful outcome of the ERP adoption stage. Prior findings have shown that system quality is a key enabler for innovation adoption by individuals, and we found that system quality is also an important driver for organizational adoption of ERP. It was also indicated that organizations consider adopting ERP when the market and customer patterns are relatively stable rather than in turbulent environments.