The Internet Cultural Era (ICE) has driven many Small and Medium sized Enterprises (SMEs) in the UK and Ghana to adopt ICT technology. This competition is particularly fierce in the logistic providers and tourism service industry. (Azumah et al, 2005) The drivers for ICT development in Gripple (Sheffield) Ltd UK are to be able to improve the operating efficiency in administration, stock keeping and order received. They have a kind of ERP system to deal with production planning. They plan to be able to integrate their system with their suppliers. However, the barriers are that their suppliers are not ready and do not have the technology for integration. (Pavic et al, 2006).
The Internet Cultural Era (ICE) has driven many Small and Medium sized Enterprises (SMEs) in the UK and Ghana to adopt ICT technology. This competition is particularly fierce in the logistic providers and tourism service industry. (Azumah et al, 2005)
The drivers for ICT development in Gripple (Sheffield) Ltd UK are to be able to improve the operating efficiency in administration, stock keeping and order received. They have a kind of ERP system to deal with production planning. They plan to be able to integrate their system with their suppliers. However, the barriers are that their suppliers are not ready and do not have the technology for integration. (Pavic et al, 2006)
TopDrivers And Barriers For Ict Development
Various studies have been conducted examining the drivers and barriers for ICT development. Barriers can be defined as inhibitor factors exacerbating the effective and efficient development of ICT. Drivers can be defined as motivator factors leading the effective and efficient development of ICT. It is essential for an organization to understand the barriers and drivers for ICT development in order to maximise the chance of its success in development and implementation.
It is, however, necessary to recognize the generic and industry-specific barriers and drivers in this context. Such recognition provides a step ahead in ICT development planning by involving the right resources and personnel, and managing expectation of stakeholders in order to maximise the success rate of ICT development and implementation. In this chapter, the generic as well as the sectorial specific barriers and drivers, are summarised to provide its overview in diverse sectors.
The generic driver and barriers for ICT development (Pavic et al, 2006) were derived from a comprehensive literature review and interviews with managers. The manufacturing sectorial specific drivers and barriers for ICT development were derived from interviews with managers from manufacturing organizations in the UK. The service sectorial specific drivers and barriers for ICT development (Oldham, 2003) were derived from interviews with managers in service organizations. The learning and education sectorial specific drivers and barriers for ICT development were derived from the Queensland government, Australia, in 2002-2003. The agricultural sectorial specific drivers and barriers for ICT development (Sartain, 2003) were derived from a consultancy project in the agricultural sector.