Managing Multi-Organizational Interaction Issues: A Case Study of Information Technology Transfer in Public Sector of Malaysia

Managing Multi-Organizational Interaction Issues: A Case Study of Information Technology Transfer in Public Sector of Malaysia

Hasmiah Kasimin (Universiti Kebangsaan, Malaysia) and Huda Ibrahim (Universiti Utara, Malaysia)
DOI: 10.4018/978-1-60960-197-3.ch013
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Abstract

In Malaysia, major information technology transfers in public sector agencies are usually due to policy implementation. This policy-led technology transfer involves central government directives to the implementation agencies. The technology transfer process usually not only involves multi-organizations that consist of many public agencies and private sector organizations but also involved many phases. Each organization plays certain roles and contributes to the achievement of the technology transfer objectives. Each phase serves a different purpose and each role during each phase has different requirements. Coordinating and encouraging the multiple organization participation in each phase is complex and a challenge that may at least result in project delays or technological decision-making that based on non-technical considerations. In such a case, understanding and managing interactions between stakeholders are important in designing activities and strategies for effective technology transfer process suitable to local environment. This is especially true for technology that requires further development to adapt with local environment. This paper explores this issue in a case study of XYZ technology transfer in a Malaysian public agency. We make use an approach based on actor-network theory and the concepts of technology transfer stages. We found that ignoring issues emerged from interactions between stakeholders will not only delay the transfer process but will also render the project’s original objectives as not fully achieved.
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Literature Review, Concepts And Framework Of The Study

All technology transfer process is a complex and difficult process, especially where secondary uses of innovations are involved or it occurs across different organization boundaries (Buxton & Malcolm, 1991; Frutkin, 1975; Sung, 2009). It is not simply moving technology from one point to another but involves an iterative process with a great deal of back-and-forth exchange among individuals over an extended period of time. The technology has to be absorbed, mastered, and controlled (Montealegre, 1998). Its application requires the existence of capability to insert new ideas, new practices, and new elements into a flexible system. It also requires new intellectual skills, abstract thinking, problem-solving and inference that are very scarce in most developing countries.

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