The world in which organisations operate is undergoing radical transformations. Traditional strategy formulating techniques have become continuously more inadequate to develop robust strategies that are sufficiently agile to sustain the longevity of organisations in the modern business environment. Adding to this conundrum is the fact that over the past decade information and communications technology (ICT) has gained prominence as a key contributor that is revolutionising the ICT landscape through the rapid pace of innovative ICT products and the manner in which organisations conduct business in reaction to these ICT innovations. As an ostensible choice, managers are relying on ICT adoption as a means to close the gap that may exist between the organisation and its environment. The challenges facing managers include understanding the critical ICT adoption factors, identifying the priorities placed on ICT adoption factors by different levels of management and determining the factors that influence decision-makers in their selection for ICT adoption. In short, the challenge for managers is understanding the practical dynamics involved in strategising for ICT adoption.
Strategy-as-practice (s-as-p) is ideally suited to address this challenge because it focuses on the micro-activities of individuals within organisations and exposes how their daily activities contribute towards strategising. Thus, s-as-p formed the framework for this study’s research.
This study focuses on an individual case organisation and produces insight into the strategising activities of ICT adoption. The data-gathering instrument was in the form of an online questionnaire sent to the various levels of management and to individuals fulfilling organisational positions that contribute to decision-making. Three hundred and fifty two (352) respondents completed the questionnaire successfully.
This study investigates, applies and tests the ICT adoption factors within the case organisation. This study’s empirical findings indicate that job context, levels of management, qualifications and managerial views all influence management’s ability in strategising for ICT adoption. The study contributes towards the s-as-p body of knowledge in confirming that significant information can be obtained by focusing on the micro-activities of aggregate individuals, and reveals how this information may contribute towards developing robust strategies by empowering decision-makers with an intimate understanding of their organisational operations.