Purpose – In this study, the authors aim to understand the antecedents of technology adoption in Sub-Saharan Africa by investigating the relationship between people's economic status, their positive attitudes, and the adoption of communications technology. Design/methodology/approach – The authors used data obtained from the Gallup World Poll that was conducted in 2008. The Gallup World Poll is a survey of residents in more than 150 countries. Based on a sample of 8,787 in Kenya, Ghana and Nigeria, the authors used SEM to test the hypotheses. Findings – Hierarchical regression analyses revealed that economic status significantly predicts both positive attitudes and technology adoption. Further, the authors found that infrastructure development moderates the relationship between economic status and technology adoption. Originality/value – The study attempts to plug the gaps in established theories of technology adoption which typically do not take into consideration factors that are peculiar to LDC contexts.
This article examines how perceived instructor leadership style mediates the students' gender‐instruction effectiveness relationship. We administered the multifactor leadership questionnaire to a convenient sample of 360 undergraduate and graduate students drawn from a mid‐west research university (USA) over two consecutive semesters. Partial mediation was indicated as students' gender discriminated perception of certain instructor leadership styles that were positively associated with instructional outcomes. However, gender itself did not discriminate instructional outcomes. Further our results showed that both female and male students converged on unfavorable assessment of instructors who exhibit passive management‐by‐exception. These instructors were perceived as ineffective, unable to draw extra effort, and unsatisfactory. Overall, the results indicated a favorable assessment of active management‐by‐exemption, contingent reward, and transformational leadership behaviors by both genders. This research therefore indicates the importance of these three leadership skills for instruction and learning effectiveness.
This paper develops a global information technology model that captures the main drivers of a firm's IT applications in multiple markets with two illustrative company cases. The paper develops a global information technology model by drawing from consulting experience and the relevant literature. The bases for the model are – a firm's environment, level of technological diffusion within a firm, and prospective technology applications based on the existing inventory of IT applications that support the firm's operations. The paper provides a description of the model dimensions and furnishes an illustrative mapping on an Indian firm and an American firm's operations.
Rallying its units for an impending spin-off from General Motors, the Delphi Automotive Systems division cleared the Delphi Delco Electronics (Delphi-D) unit to begin planning for entry into China in 1994. Delphi saw China as ideal for leveraging its technological and innovation capabilities as well as the enormous General Motor heritage and reputation from years of experience delivering quality products to the automotive industry. Delphi-D found a perfect partner in Shanghai Changjiang YiBiao Factory (SCY) (name disguised to protect the firms) that held nearly 50% of the Chinese automobile instrument cluster market. SCY was keen on acquiring new technology to meet increasingly sophisticated customer demands in order to retain market lead as well as to tap into the international market. After rounds of negotiation the two firms formed a fifty-fifty joint venture, Shanghai Delco Electronics Ltd. (SDE) in August 1996. However, SDE started experiencing problems almost immediately. The Delphi-D team at SDE assumed their SCY counterparts would willingly integrate proposed technology and the requisite processes at the joint venture. However, the SCY team resisted prescriptions from the Delphi-D team that they sometimes perceived as "haughty". Broiled in culturally-loaded misunderstanding in a market that was becoming complex by the day as the government legislated new regulations and other manufacturers jostled for a piece of the market, SDE's management sought focus by developing a five-year plan that captured the partners' goals in 1998. However, as the end of 2002 approached, SDE's five-year plan remained largely unrealized. This case shows how implementation challenges can affect the realization of joint venture objectives and illustrates specific challenges that can mar even a well-formulated technology intensive international joint venture strategy.
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