Developing technologically induced environments: the case of the Nigerian banking sector

Technology management plays a crucial role in enhancing the competitive advantage of Micro, Small, and Medium Enterprises (MSMEs), particularly in the evolving digital economy. In Davao Oriental, where MSMEs account for 99.67% of registered businesses, effective technology adoption is essential for ensuring business sustainability and growth. This paper explores the role of technology management in improving MSME competitiveness by examining key areas such as technological innovation, adoption strategies, market positioning, and challenges in implementation. This highlights the significance of government initiatives, including the Shared Service Facility (SSF) and the Small Enterprise Technology Upgrading Program (SETUP), in promoting technology adoption among MSMEs. It discusses technology-driven strategies that enable MSMEs to enhance operational efficiency, reduce costs, and expand market reach. Additionally, it identifies financial constraints, digital literacy gaps, and organizational resistance as barriers to technology adoption. Emerging trends, such as artificial intelligence (AI), the Internet of Things (IoT), and blockchain technology, present new opportunities for MSMEs to strengthen their market positioning. This concludes that overcoming technological barriers through strategic planning, capacity-building programs, and policy support can significantly enhance MSME resilience and sustainability. By leveraging digital transformation and innovation, MSMEs in Davao Oriental can remain competitive and contribute to long-term economic growth.

Does strategic planning enhance or impede innovation and firm performance? The current literature provides contradictory views. This study extends the resource-advantage theory to examine the conditions in which strategic planning increases or decreases the number of new product development projects and firm performance. The authors test the theoretical model by collecting data from 227 firms. The empirical evidence suggests that more strategic planning and more new product development (NPD) projects lead to better firm performance. Firms with organizational redundancy benefit more from strategic planning than firms with less organizational redundancy. Increasing R&D intensity boosts both the number of NPD projects and firm performance. Strategic planning is more effective in larger firms with higher R&D intensity for increasing the number of NPD projects. The results reported in this study also consist of several findings that challenge the traditional views of strategic planning. The evidence suggests that strategic planning impedes, not enhances, the number of NPD projects. Larger firms benefit less, not more, from strategic planning for improving firm performance. Larger firms do not necessarily create more NPD projects. Increasing organizational redundancy has no effect on the number of NPD projects. These empirical results provide important strategic implications. First, managers should be aware that, in general, formal strategic planning decreases the number of NPD projects for innovation management. Improvised rather than planned activities are more conducive to creating NPD project ideas. Moreover, innovations tend to emerge from improvisational processes, during which the impromptu execution of NPD activities without planning spurs “thinking outside the box,” which enhances the process of creating NPD project ideas. Therefore, more flexible strategic plans that accommodate potential improvisation may be needed in NPD management since innovation-related activities cannot be planned precisely due to the unexpected jolts and contingencies of the NPD process. Second, large firms with high levels of R&D intensity can overcome the negative effect of strategic planning on the number of NPD projects. Specifically, a firm's abundant resources, when allocated and deployed for NPD activities, signal the high priority and importance of the NPD activities and thus motivate employees to acquire, collect, and gather customer and technical knowledge, which leads to creating more NPD projects. Finally, managers must understand that managing strategic planning and generating NPD project ideas are beneficial to the ultimate outcome of firm performance despite the adverse relationship between strategic planning and the number of NPD projects.

This study was carried out to examine the influence of strategic management strategies on organizational performance in Rwanda’s private construction firms. This based on a number of issues that were found to face construction projects that are private in Rwanda in relation to their performance and the major challenge was strategic management. The study was guided by the following specific objectives: to examine the effect of strategic planning and resource allocation on project efficiency and profitability among the private construction firms in Rwanda; to establish the role of innovation and technology adoption in enhancing operational performance in the Rwanda’s private construction sector; to find out the impact of leadership and strategic decision-making practices on the competitive positioning and market share growth among private construction firms in Rwanda. The study was guided by the Resource Based View (RBV) theory, which is a key foundational theoretical framework in strategic management that provides an insight into how organizations internal resources can be used as valuable sources for developing competitive advantages and achieving higher performance. In the current study, a mixed-methods research was adopted incorporating the descriptive research design. Due to the nature of the research and the intendent purpose of the study, a population census was carried out to give equal representation of these firms. Therefore, the sample size used was the 150 respondents. Census is the process of collecting data from every member of a population, and census data is more accurate and precise than sampling data, as it includes information from every member of the population; a reason as to why it was considered for this study. Primary data was collected by use of structured questionnaires and semi-structured interviews with the questionnaire being Likert scale rated in order to collect the quantitative data while semi-structured interviews were used to collect the qualitative data. The results did find that from a regression analysis, all three strategic management practices—strategic planning and resource allocation, innovation and technology adoption, and leadership and strategic decision-making—were statistically significant predictors of organizational performance, with p-values less than 0.01. Innovation and technology adoption has the highest standardized coefficient (β = 0.39), indicating that it has the strongest impact on organizational performance. Leadership and strategic decision-making (β = 0.35) and strategic planning and resource allocation (β = 0.32) also have significant positive effects, though to a slightly lesser extent. The model’s R² value of 0.62 suggests that these strategic management practices collectively explain 62% of the variance in organizational performance, a substantial impact. The study recommended that an integrated management approach be adopted by private construction companies in Rwanda. Step one: Allocate time and resources to strategic planning and planning for project time, cost and resource utilization. Also, the assimilation and innovation of technology should be promoted as technological advancements in construction and project management speculation have been shown to increase productivity and decrease costs. Companies spend money on training programs at all levels in technology and skills. Moreover, development of leadership and decision-making skills are vital as well and companies must design leadership development programs that ensure managers are swift and well-informed in making consequential decisions that are in line with organizational objectives and market movements. Policymakers and industry partners are also encouraged to support this by creating policies that provide tax incentives or subsidies to support technology adoption, innovation and education for construction workers. Using these concepts, the construction industry in Rwanda can better respond to competition, contribute to the country's development and economic goals, and maintain a stable position in the growing market in East Africa.

Introduction. In the modern business environment, characterized by rapid technological progress and intense competition, the success of enterprises largely depends on the effectiveness of their strategic management systems. Strategic management plays a crucial role in ensuring the long-term sustainability and competitiveness of an organization by aligning its objectives, resources, and market opportunities. The purpose of the paper is to substantiate theoretical and practical approaches to the formation of strategic management mechanisms that enhance enterprise competitiveness. Results. The research presents a comprehensive methodological framework based on analysis, comparison, and generalization. It systematizes the stages of enterprise competitiveness management, including planning, development of management methods, their formalization, and implementation through communication channels. The paper outlines how competitiveness can be improved through innovation, technology adoption, cost optimization, quality enhancement, and the development of unique products and services.The results indicate that strategic management should not only focus on internal organizational processes but also actively respond to external challenges through adaptive strategic planning and forecasting. The proposed adaptation model of strategic management includes four key components: analysis and forecasting, strategic planning, organizational changes, and other supporting methods. The study also identifies practical tools such as strategic partnerships, international expansion, digital transformation, and participation in government programs as effective instruments for increasing competitiveness. Conclusion. Strategic management serves as the foundation for sustainable enterprise development and competitiveness. To remain successful in a rapidly changing market, enterprises must implement adaptive management systems capable of responding to global challenges, technological shifts, and customer expectations.

Open innovation has strong roots in both academia and industry and resulted in the adoption of this practice across all departments of companies. This paper discusses different criteria needed to adopt open innovation in the product development process. The research explores open innovation in product development based on company needs, strategic planning and managerial preferences. The conceptual framework of this paper was developed from open innovation and management science-related literature. A total of 60 intensive open innovation dependent companies were surveyed in 20 countries concerning the product development process. Statistical techniques were used to analyse the data. The collected data helped to identify six crucial preferences of companies to adopt open innovation. The results provided validation of the conceptual framework and ranked the priorities based on managers’ opinions.

Does the development of really new products require a different approach from that of incremental new products? Current research and management practice seem to suggest that any successful new product development (NPD) process comprises a set of key activities, regardless of a product's innovativeness. It seems almost foolhardy to suggest that NPD could proceed without proficiency in all of the following tasks: strategic planning, idea development and screening, business and market opportunity analysis, technical development, product testing, and product commercialization.Suggesting that the difference may be in the details, X. Michael Song and Mitzi Montoya‐Weiss present the results of a study that examines the development of 163 really new products and 169 incremental new products. The study's objective is to compare the NPD processes and performance outcomes of really new and incremental products. In other words, the study examines the interplay between a product's innovativeness, the NPD process, and the product's performance in the marketplace.For the firms in the study, four sets of NPD activities—strategic planning, market analysis, technical development, and product commercialization—are key determinants of new product success for both really new products and incremental products. However, strategic planning and business and market opportunity analysis activities play contrasting roles for the two types of products. Working to improve proficiency in business and market opportunity analysis may be counterproductive for really new products, but it can increase the profitability of incremental products. Conversely, improving the proficiency of strategic planning activities has a positive effect on the profitability of the really new products, but it has a negative effect for the incremental products. Overall, the really new products in the study surpass the incremental products in meeting profit objectives.Comparing current practice to best practice, the firms in the study have room for improvement. For both really new and incremental products, the firms in the study do not place sufficient emphasis on product commercialization activities. The participants also need to reassess the relative emphasis they place on strategic planning activities. The projects involving really new products do not place sufficient emphasis on strategic planning, while the incremental projects exhibit a relatively high level of proficiency in this area—exactly the opposite of the order that this study recommends.

Background: Inclusive access and use of technology are germane to sustainable development as contained in the United Nations’ transformation agenda. As such, the need to bridge the digital gap through digital inclusion has become a critical goal for developmental institutions like libraries. Purpose: This article seeks to theoretically explore how libraries can facilitate digital inclusion for sustainable development, from the Nigerian perspective. Method: The study’s theoretical assumption hinges on the resources and appropriation theory of the diffusion, acceptance and adoption of new technologies by van Dijk (2013). The conceptualisation was based on the critical dimensions of digital inclusion (acceptance, literacy and accessibility); upon which the specific objectives of the study were structured. The opinions of the authors were situated in the context of relevant literature. Result: The study established libraries as facilitators of digital inclusion across the lines of digital acceptance, literacy and accessibility. This invariably impacts on the digital equality for sustainable development of all and sundry. Conclusion: Libraries in Nigeria, especially those attached to academic institutions are at the forefront of championing the course for digital inclusion which is a vehicle to achieving sustainable development.

Back to table of contents Previous article Next article Government NewsFull AccessAs Adoption Lags, Govt. Steps Up Electronic Medical Records PushMark MoranMark MoranSearch for more papers by this authorPublished Online:4 Jul 2008https://doi.org/10.1176/pn.43.13.0008aThe federal government has issued a strategic plan for the next four years designed to speed the adoption of health information technology to meet President Bush's goal of widespread national adoption by 2014.The Office of the National Coordinator for Health Information Technology's report, titled “ONC-Coordinated Federal Health Information Strategic Plan, 2008-2012,” describes broad goals, objectives, and specific strategies and timelines for implementing those strategies.The plan is a sweeping blueprint for coordinating government agencies to help promote adoption of health information technology. It comes four years after Bush established a 10-year goal of achieving a national health information network. Since that time, however, physicians have been slow to adopt electronic medical records, and some leaders in the field have urged that the government take a more active role in promoting the effort (Psychiatric News, April 18).The plan outlines two broad goals: patient-focused health care and population health.Patient-focused health care is described as “the transformation to higher quality, more cost-efficient, patient-focused health care through electronic health information access and use by care providers and by patients and their designees.” Population health is described as “the appropriate, authorized, and timely access and use of electronic health information to benefit public health, biomedical research, quality improvement, and emergency preparedness.”Each goal has objectives, and for each objective specific strategies are given, as well as timelines for implementation.In a letter accompanying the strategic plan, psychiatrist Robert Kolodner, M.D., who is the national coordinator, described the vision of a national health information system and the urgency required to make it happen.“Clinicians will have at their fingertips all of the information needed to provide the best care; individuals will have access to this and other information that can help them engage and insert their values in the decision-making process about their health and care; and secure and authorized access to health data will provide new ways that biomedical research and public health can improve individual health and the health of communities and the nation,” Kolodner wrote. “... In order to reach the goal of most Americans having access to [electronic health records] by 2014, adoption of interoperable health [information technology] systems needs to remain at the forefront of national priorities.”“ONC-Coordinated Federal Health Information Strategic Plan, 2008-2012” is posted at<www.hhs.gov/healthit/resources/HITStrategicPlan.pdf>.▪ ISSUES NewArchived

The impact of networking on competitiveness via organizational learning, employee innovativeness, and innovation process: A mediation model

The literature on new product development (NPD) contains several studies of management practices involved in different types of innovation. However, few studies focus on how cross-functional integration affects incremental and radical innovation product projects. The purpose of this study is to explore this aspect, from a qualitative perspective, through case studies of four high-tech firms in Brazil. Eight NPD projects were studied. The findings suggest that radical and incremental innovation NPD projects require different management practices in the studied cases. In incremental NPD projects, greater integration efforts may not be necessary. However, the following practices should be adopted in projects involving radical innovation product projects: intense involvement of technical teams, flexibility in the early stages of NPD, and geographical separation between the development team and other departments of the firm. Moreover, the application of these same practices in projects of incremental innovation in NPD may not bring positive results.

Researchers have argued that what may be sound management practice for the development of incremental innovations may well be detrimental to the development of radical innovations. Accordingly, researchers have sought to document differences in development practices for these two classes of innovations. Much of the research that has looked at development practices for radical innovations consists of qualitative, case studies. Because these studies involve so many different types of innovations, developed at different times and under very different circumstances, they provide only a preliminary understanding of how development best practice may indeed differ for different innovation types. This research explores differences in new product development practices among three project types - incremental, more innovative, and radical. To our knowledge, no cross-organizational, quantitative studies have been conducted that document how development practices differ with respect to all three classes of innovations. Using a sample of 82 business units considered "exemplary" product developers, we investigate how development practices differ across these three classes of innovation with respect to process, organization, strategy, culture, and senior management commitment. While it is commonly accepted that incremental and radical innovation should be managed differently, the results of this study suggest otherwise. The management of new product development activities across project types may be more similar than previously thought

The article highlights issues related to the innovative activities of banking organizations from the point of view of developing and providing banking products and services. The need for objective research on the selection and classification of new banking products and services, which are brought to the market as objects of marketing activities of credit institutions, has been proven, since their properties are not the same. The conducted economic and theoretical analysis showed that despite the fact that banking services and products have a set of similar characteristics, they also have their own unique characteristics. The authors proposed an approach to identify classification features inherent in new banking products and services, which is key to the competent development of the bank’s marketing activities. It is proposed to define the concept of "new banking products" from the point of view of innovative marketing activities of the bank based on the degree of their novelty, which allows to supplement the existing classifications with new features in order to develop a clearer chosen marketing strategy. It was determined that depending on the degree of novelty of the product, innovative processes in the bank can be classified as differential or diversified. This distribution also allows focusing attention on the formation of the bank’s marketing strategy. When classifying banking products, it is recommended to provide detailed information about the target group of customers who use new banking products and consider the stage of the life cycle of banking products from the perspective of innovation. When classifying new banking products by life cycle stage, it is useful to consider the following stages: development of products and services; implementation of pilot projects or testing of new banking products; assessment of sales dynamics; maturity of new banking products; decrease in sales of new banking products. This approach makes it possible to take into account the specifics of the work of credit organizations and the interests of various groups of potential consumers in the process of introducing banking products and services.

This study endeavors to construct a comprehensive conceptual framework elucidating the moderating influence of income on factors influencing the adoption of agricultural technology among cassava farmers in Nigeria. Agricultural technology, herein, refers to the innovative utilization of emerging Information and Communication Technologies tailored for agricultural applications within remote environments. The agricultural sector holds paramount significance within the Nigerian economy, engaging nearly 70% of the labor force and contributing over 40% to the gross domestic product. The adoption of technology in agriculture signifies potential enhancements in income, poverty alleviation, improved national nutrition and health, reduced food prices, and employment opportunities. However, the income of cassava farmers plays a pivotal role in ensuring their sustainability. Regrettably, their income streams are often unstable due to fluctuations in market prices, adversely impacting their ability to finance the adoption of technology to bolster productivity. Therefore, this research aims to develop a robust conceptual framework delineating the moderating role of income on the determinants of agricultural technology adoption behavior, particularly pertinent within the Nigerian context. It is imperative to tailor conceptual frameworks specifically for Nigeria, given that frameworks derived from other regions may not be directly applicable to the unique challenges and dynamics of the Nigerian agricultural landscape.

This study investigates operational risk management (ORM) practices within the Nigerian banking sector, focusing on the unique challenges faced in emerging markets. ORM has become crucial in the context of Nigeria’s volatile financial environment, characterized by regulatory pressures, economic instability, and rapid technological advancement. The study aims to assess the effectiveness of existing ORM frameworks, analyze the impact of leadership and organizational culture, and explore the role of technological innovations in mitigating risks. The research methodology primarily involves a comprehensive literature review, supplemented by case studies and data analysis. Key findings reveal that while Nigerian banks have implemented both traditional and modern risk management strategies, gaps persist in governance, technological adoption, and regulatory compliance. Leadership plays a pivotal role in embedding a risk-aware culture, while the integration of advanced technologies such as artificial intelligence and blockchain enhances risk detection and mitigation. However, challenges like cybersecurity threats, inadequate infrastructure, and fragmented regulatory frameworks continue to impede progress. The study concludes that for Nigerian banks to establish robust ORM systems, there must be a focus on strengthening corporate governance, promoting cross-functional collaboration, and investing in continuous learning and innovation. The recommendations include adopting integrated risk management systems, fostering industry-wide collaboration, and leveraging technology to improve operational resilience. These strategies provide a roadmap for enhancing ORM practices, ensuring financial stability, and positioning Nigerian banks for sustainable growth in a dynamic economic landscape.

Closing the energy-efficiency technology gap in European firms? Innovation and adoption of energy efficiency technologies