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Bill Carman

ID: 30732
Added: 2003-05-29 10:37
Modified: 2004-11-06 20:31
Refreshed: 2012-02-10 17:48

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Conclusion
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This document investigated various aspects of the adoption, diffusion, and impacts of ITs, with particular focus on the firm level. The main purpose was to identify the measures and constructs to ultimately permit the design of data-collection tools, along with identifying the main issues.

The issues presented in the document are wide ranging and cannot be covered simultaneously by a single research design. Detailed case studies would make it possible to cover a larger spectrum of issues; a survey, on the other hand, would require a focus on a smaller set of issues. Any given research strategy could combine different methodological approaches (detailed case studies, on-site interviews, and large-scale surveys, for example). In an attempt to be as exhaustive as possible, we proposed numerous measures and constructs, which can be found in the different sections of this document and its appendixes. Special attention was paid to operational measures previously tested in the context of SMEs. The formulation of these measures was grounded in the practical reality of these firms and avoided any complex or academic terminology.

Choices will therefore have to be made concerning both specific issues and measures. Data-collection tools should be adapted to the broader research objectives pursued and to the specific environments in which they are addressed. This is where the greatest challenge lies. Most researchers will agree that, beyond the identification of the pertinent dimensions to be included in a specific study, particular attention must be paid to the internal validity and reliability of these dimensions in the study environment. Furthermore, certain measures require specific research designs to realize their full potential.

Achieving fit between research objectives, research design, and specific study environments to ensure internal and external research validity and reliability will be the next step.







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