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Journal articles on the topic 'Technology implementation'

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Published: 4 June 2021

Last updated: 30 May 2022

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1

Jones, Dennis R., and Michael J. Smith. "New Technology Implementation." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 47, no. 12 (October 2003): 1385–88. http://dx.doi.org/10.1177/154193120304701201.

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2

Larsen, Kai R. T. "Voting technology implementation." Communications of the ACM 42, no. 12 (December 1999): 55–57. http://dx.doi.org/10.1145/322796.322809.

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3

A. Chiranjeevi, A. Chiranjeevi, and B. Umamheswari B. Umamheswari. "Implementation of Information Technology in Banking Sector." Global Journal For Research Analysis 3, no. 7 (June 15, 2012): 42–44. http://dx.doi.org/10.15373/22778160/july2014/14.

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4

Barathi, S., and V. R. Rajan. "Implementation of RFID Technology in Higher Learning Institutions." Indian Journal of Library and Information Science 10, no. 2 (2016): 181–83. http://dx.doi.org/10.21088/ijlis.0973.9548.10216.15.

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5

SCHOVILLE, RHONDA R., and MARITA G. TITLER. "Guiding Healthcare Technology Implementation." CIN: Computers, Informatics, Nursing 33, no. 3 (March 2015): 99–107. http://dx.doi.org/10.1097/cin.0000000000000130.

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6

Schoville, Rhonda, and Marita G. Titler. "Integrated Technology Implementation Model." CIN: Computers, Informatics, Nursing 38, no. 11 (June 10, 2020): 579–89. http://dx.doi.org/10.1097/cin.0000000000000632.

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7

Jones, Dennis R., and Michael J. Smith. "Implementation of New Technology." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 45, no. 16 (October 2001): 1254–58. http://dx.doi.org/10.1177/154193120104501604.

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New technology is dramatically changing the workplace in order to allow companies to increase efficiency, productivity, quality, safety, and overall profitability. An effective new technology implementation is necessary in order for companies to compete successfully in the global marketplace. Time and money wasted on unsuccessful and improper new technology implementation is counterproductive to the overall goal of improving the competitiveness and profitability of the company. Therefore this new technology challenges the current state of traditional implementation methods and techniques. To effectively utilize these new technologies it is best to consider all of the factors involved in the implementation process, such as: new technology characteristics, organization structure, task factors, and environmental characteristics, and most importantly the human elements involved. It is also recommended to utilize a cooperative approach to new technology implementation, which relies heavily on soliciting employee input and participation throughout the entire process. By taking a holistic “big picture” planned view of the situation; and being sensitive to the interactions that exist; it is hoped that the new technology can be implemented in the most effective way possible.

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8

Bausch, Margaret E., and Melinda Jones Ault. "Assistive Technology Implementation Plan." TEACHING Exceptional Children 41, no. 1 (September 2008): 6–14. http://dx.doi.org/10.1177/004005990804100101.

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9

Dangayach, G. S., and S. G. Deshmukh. "Advanced manufacturing technology implementation." Journal of Manufacturing Technology Management 16, no. 5 (July 2005): 483–96. http://dx.doi.org/10.1108/17410380510600473.

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10

Thomas, A. J., R. Barton, and E. G. John. "Advanced manufacturing technology implementation." International Journal of Productivity and Performance Management 57, no. 2 (January 18, 2008): 156–76. http://dx.doi.org/10.1108/17410400810847410.

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11

&NA;. "Guiding Healthcare Technology Implementation." CIN: Computers, Informatics, Nursing 33, no. 3 (March 2015): E1. http://dx.doi.org/10.1097/01.ncn.0000462542.24876.cd.

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12

Callahan, Daniel. "Health Technology Assessment Implementation." Medical Decision Making 32, no. 1 (October 26, 2011): E13—E19. http://dx.doi.org/10.1177/0272989x11418672.

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13

Rachmawati, Resti, Heniawati Heniawati, and Teten Mohamad Sapril Mubarok. "Technology Implementation in SMEs." Management and Entrepreneurship Research Review 1, no. 1 (April 21, 2020): 1–7. http://dx.doi.org/10.35899/merr.v1i1.78.

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Purpose - This study aims to examine conceptually the implementation of the use of technology in SMEs, what is the driving force, and inhibiting factors based on theoretical and empirical studies. Design / Methodology / Approach - this research method is a literature study or literature study that contains theories that are relevant to research problems Findings-technology has a significant role in the development of SMEs, arguing that there are six main areas to develop entrepreneurial competencies, namely opportunity, relationship, conceptual, organizing strategic, and commitment skill. Research Limitations / Implications - This research only discusses research and studies related to aspects of SME information technology, learning organizations, drivers of implementation as well as E-Wom factors in SMEs within specific period time. Practical Implications-It could serve as a basis for future research on technology in SMEs Originality-This research has originality by comparing several aspects of research so that it produces some interesting aspects to be studied in technology implementation research in SMEs. Latest-Value Information and can understand in the framework of the implementation of SME technology concerning business performance.

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14

Jones, Dennis R., and Michael J. Smith. "Team Implementation of New Technology." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 46, no. 15 (September 2002): 1340–44. http://dx.doi.org/10.1177/154193120204601504.

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New technology is dramatically changing the workplace by allowing companies to increase efficiency, productivity, quality, safety, and overall profitability. An effective new technology implementation is required for companies to compete successfully in the global marketplace. Time and money wasted on unsuccessful and improper new technology implementation is counterproductive to the overall goal of improving the competitiveness and profitability of the company. Teams and teamwork have been recommended as a way to improve efficiency, productivity, quality, safety, profitability, and employee satisfaction. With the utilization of total quality management (TQM) and quality improvement (QI), each of which rely on teamwork, new technology implementations have been more successful. New technology challenges the current state of traditional implementation methods and techniques. To effectively utilize these new technologies it is best to consider all of the factors involved in the implementation process; most importantly the human elements involved. It is recommended to utilize a cooperative team oriented approach to new technology implementation, which relies heavily on soliciting employee input and participation throughout the entire process. By doing this it is hoped that the new technology can be implemented in the most effective way possible. A case study is presented to illustrate this.

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15

Kapoor, Kawal, Yogesh K. Dwivedi, Michael D. Williams, Mohini Singh, and Mark J. Hughes. "What Drives a Successful Technology Implementation?" International Journal of Electronic Government Research 7, no. 4 (October 2011): 46–63. http://dx.doi.org/10.4018/jegr.2011100104.

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Radio Frequency Identification (RFID) is revolutionizing item identification and tracking. The technology demonstrates complexities in terms of (a) huge initial capital investment, (b) validating the need for RFID followed by its implementation decisions, (c) risks associated with consumer acceptance and consequences of incorrect implementation, and (d) capability to support enhancements and upgrades in cordial agreement with the individual implementer organizations. This paper explores the extent of RFID implementation at the Swansea University Library, examining the Social, Technological, Economic, and Managerial (STEM) aspects directly associated with implementation. A focused interview approach was resorted to, for data collection purposes. The core implementation team for RFID at Swansea University was interviewed to gain insights into the study’s areas of interest. It was found that self service is the most sought after benefit. It simplifies stock management and enhances security at the libraries. Although the cost of the system remains a concern, varying on the basis of the scale of implementation, vandalism also continues to exist but to a reduced degree. University libraries are public sector organizations, consequently leading these findings to have an insinuation for RFID implementations in other public sector organizations as well.

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16

Anders, C. "Maintaining technology leadership through improved technology strategy implementation." Engineering Management Journal 9, no. 4 (1999): 171. http://dx.doi.org/10.1049/em:19990403.

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17

Brooks, Don, David Hein, Ludomir Uzarowski, and John Emery. "Municipal Implementation of Superpave Technology." Transportation Research Record: Journal of the Transportation Research Board 1681, no. 1 (January 1999): 138–47. http://dx.doi.org/10.3141/1681-17.

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18

Kang, Ji Un. "Medical Implementation of Microarray Technology." Korean Journal of Clinical Laboratory Science 52, no. 4 (December 30, 2020): 310–16. http://dx.doi.org/10.15324/kjcls.2020.52.4.310.

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19

Macko, M., Z. Szczepański, D. Mikołajewski, E. Mikołajewska, and J. Furtak. "3D technology implementation in medicine." IOP Conference Series: Materials Science and Engineering 776 (April 2, 2020): 012038. http://dx.doi.org/10.1088/1757-899x/776/1/012038.

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20

Clayton, A., Robin Williams, and Ian Thomson. "The implementation of cleaner technology." Social and Environmental Accountability Journal 17, no. 1 (April 1997): 9–14. http://dx.doi.org/10.1080/0969160x.1997.9651545.

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21

Eveland, J. D. "Diffusion, Technology Transfer, and Implementation." Knowledge 8, no. 2 (December 1986): 303–22. http://dx.doi.org/10.1177/107554708600800214.

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22

Tijan, Edvard, Saša Aksentijević, Katarina Ivanić, and Mladen Jardas. "Blockchain Technology Implementation in Logistics." Sustainability 11, no. 4 (February 23, 2019): 1185. http://dx.doi.org/10.3390/su11041185.

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This paper researches decentralized data storage represented by blockchain technology and the possibility of its development in sustainable logistics and supply chain management. Although the benefits of blockchain technology have been most widely researched in the financial sector, major challenges in logistics, such as order delay, damage to goods, errors, and multiple data entry can also be minimized by introducing blockchain technology. This paper presents a comprehensive review of the current and rising trends of blockchain technology usage in logistics and supply chain management.

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23

Chau, Patrick Y. K., and Paul Jen-Hwa Hu. "Technology implementation for telemedicine programs." Communications of the ACM 47, no. 2 (February 2004): 87–92. http://dx.doi.org/10.1145/966389.966396.

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24

Sohal, Amrik S., and Richard Schroder. "Teamwork in new technology implementation." International Journal of Manufacturing Technology and Management 4, no. 3/4 (2002): 186. http://dx.doi.org/10.1504/ijmtm.2002.001444.

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25

Thielst, Christina Beach. "Effective Management of Technology Implementation." Journal of Healthcare Management 52, no. 4 (July 2007): 216–19. http://dx.doi.org/10.1097/00115514-200707000-00003.

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26

Mohnsen, Bonnie, Kathryn Lamaster, Emyr Williams, and Nancy Knop. "Technology Implementation: Let's Do It!" Journal of Physical Education, Recreation & Dance 69, no. 9 (November 1998): 12–15. http://dx.doi.org/10.1080/07303084.1998.10605623.

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27

Fleck, James, Juliet Webster, and Robin Williams. "Dynamics of information technology implementation." Futures 22, no. 6 (July 1990): 618–40. http://dx.doi.org/10.1016/0016-3287(90)90131-z.

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28

Mayasari, Iin, Retno Hendrowati, Asriana Issa Sofia, and Iyus Wiadi. "IMPLEMENTATION OF E-GOVERNMENT THROUGH IMPLEMENTATION OF TECHNOLOGY ACCEPTANCE MODEL." Jurnal Aplikasi Manajemen 15, no. 4 (December 1, 2017): 659–69. http://dx.doi.org/10.21776/ub.jam2017.015.04.13.

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29

Kwak, Jin Kyung. "Information Technology Implementation and Operational Efficiency." Management Science and Financial Engineering 19, no. 2 (November 22, 2013): 13–18. http://dx.doi.org/10.7737/msfe.2013.19.2.013.

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30

Lee, Won-Il. "Technology Foresight and Its Implementation Strategy." International Journal of Innovation, Management and Technology 6, no. 6 (2015): 383–86. http://dx.doi.org/10.18178/ijimt.2015.6.6.635.

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31

Astashev, V. K., N. A. Andrianov, M. P. Kozochkin, L. V. Kolik, V. L. Krupenin, and N. V. Solis-Pinargote. "On the implementation of ultrasonic technology." Journal of Machinery Manufacture and Reliability 38, no. 6 (December 2009): 566–71. http://dx.doi.org/10.3103/s1052618809060089.

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32

Demeester, Michel. "Cultural aspects of information technology implementation." International Journal of Medical Informatics 56, no. 1-3 (December 1999): 25–41. http://dx.doi.org/10.1016/s1386-5056(99)00036-2.

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33

Lock, Dennis. "Project management: Engineering, technology and implementation." International Journal of Project Management 14, no. 2 (April 1996): 125–26. http://dx.doi.org/10.1016/s0263-7863(96)90007-1.

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34

Alshawi, M., and I. Faraj. "Integrated construction environments: technology and implementation." Construction Innovation 2, no. 1 (March 1, 2002): 33–51. http://dx.doi.org/10.1191/1471417502ci020oa.

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35

Kesh, Someswar, Sridhar Nerur, and Sam Ramanujan. "Quality of service – technology and implementation." Information Management & Computer Security 10, no. 2 (May 2002): 85–91. http://dx.doi.org/10.1108/09685220210424168.

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36

Firmin, Michael W., and Deanna J. Genesi. "History and Implementation of Classroom Technology." Procedia - Social and Behavioral Sciences 93 (October 2013): 1603–17. http://dx.doi.org/10.1016/j.sbspro.2013.10.089.

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37

Alshawi, M., and I. Faraj. "Integrated construction environments: technology and implementation." Construction Innovation 2, no. 1 (March 2002): 33–51. http://dx.doi.org/10.1108/14714170210814676.

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38

Hill, V., K. Bruner, G. Maciaz, L. Saucedo, L. Catzoela, R. Ramirez, W. J. Jacobs, et al. "Successful Implementation of Clinical Information Technology." Applied Clinical Informatics 06, no. 04 (2015): 698–715. http://dx.doi.org/10.4338/aci-2015-06-soa-0067.

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SummaryObjectives: To identify and describe the most critical strategic and operational contributors to the successful implementation of clinical information technologies, as deployed within a moderate sized system of U.S. community hospitals.Background and Setting: CHRISTUS Health is a multi-state system comprised of more than 350 services and 60 hospitals with over 9 000 physicians. The Santa Rosa region of CHRISTUS Health, located in greater San Antonio, Texas is comprised of three adult community hospital facilities and one Children’s hospital each with bed capacities of 142–180. Computerized Patient Order Entry (CPOE) was first implemented in 2012 within a complex market environment. The Santa Rosa region has 2 417 credentialed physicians and 263 mid-level allied health professionals.Methods: This report focuses on the seven most valuable strategies deployed by the Health Informatics team in a large four hospital CHRISTUS region to achieve strong CPOE adoption and critical success lessons learned. The findings are placed within the context of the literature describing best practices in health information technology implementation.Results: While the elements described involved discrete de novo process generation to support implementation and operations, collectively they represent the creation of a new customer-centric service culture in our Health Informatics team, which has served as a foundation for ensuring strong clinical information technology adoption beyond CPOE.Conclusion: The seven success factors described are not limited in their value to and impact on CPOE adoption, but generalize to – and can advance success in – varied other clinical information technology implementations across diverse hospitals. A number of these factors are supported by reports in the literature of other institutions’ successful implementations of CPOE and other clinical information technologies, and while not prescriptive to other settings, may be adapted to yield value elsewhere.

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39

Lin, Chienting, Paul Jen-Hwa Hu, and Hsinchun Chen. "Technology Implementation Management in Law Enforcement." Social Science Computer Review 22, no. 1 (February 2004): 24–36. http://dx.doi.org/10.1177/0894439303259881.

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40

Peansupap, Vachara, and Derek H. T. Walker. "Information communication technology (ICT) implementation constraints." Engineering, Construction and Architectural Management 13, no. 4 (July 2006): 364–79. http://dx.doi.org/10.1108/09699980610680171.

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41

Henderson, J. R., and K. Ruikar. "Technology implementation strategies for construction organisations." Engineering, Construction and Architectural Management 17, no. 3 (May 4, 2010): 309–27. http://dx.doi.org/10.1108/09699981011038097.

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42

Al‐bizri, Salam, and Colin Gray. "Management framework for technology clusters implementation." Construction Management and Economics 28, no. 7 (July 2010): 771–82. http://dx.doi.org/10.1080/01446191003725170.

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43

Tippett, Donald D., and Rodney G. Grubb. "Environmental remediation technology implementation decision patterns." Journal of Technology Transfer 21, no. 1-2 (March 1996): 22–26. http://dx.doi.org/10.1007/bf02220303.

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44

Smith, N. J. "Project management: Engineering, technology and implementation." International Journal of Project Management 13, no. 6 (December 1995): 407–8. http://dx.doi.org/10.1016/0263-7863(95)90023-3.

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45

Hipkin, I. B., and A. G. Lockett. "A study of maintenance technology implementation." Omega 23, no. 1 (February 1995): 79–88. http://dx.doi.org/10.1016/0305-0483(94)00062-f.

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46

Mustofa, G. G., B. Mulyanti, and I. Widiaty. "The implementation of multi-platform technology." IOP Conference Series: Materials Science and Engineering 1098, no. 2 (March 1, 2021): 022112. http://dx.doi.org/10.1088/1757-899x/1098/2/022112.

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47

Latif, M. A., and I. Widiaty. "Technology implementation to promote digital learning." IOP Conference Series: Materials Science and Engineering 1098, no. 3 (March 1, 2021): 032006. http://dx.doi.org/10.1088/1757-899x/1098/3/032006.

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48

Indrianasari, Neny Tri. "Implementation of Technology Based SAK EMKM." Wiga : Jurnal Penelitian Ilmu Ekonomi 11, no. 1 (April 29, 2021): 1–11. http://dx.doi.org/10.30741/wiga.v11i1.650.

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This study aims to analyze the application of Information Technology-based Accounting based on SAK EMKM. MSMEs face various obstacles or problems caused by 1) low education 2) a lack of understanding of information technology, and 3) obstacles in preparing financial reports. The Lamikro application system complies with the Accounting Standards for Micro, Small, and Medium Enterprises (SAK EMKM). The presence of the Lamikro application according to the EMKM SAK is expected to help MSME players in Indonesia in preparing financial reports because the Lamikro application can make it easier for MSMEs to make financial reports whose transactions are cash in nature. Business development using accounting financial statement applications is very necessary, the goal is that users, in this case, MSME players throughout Indonesia, can monitor the financial activities of MSMEs. This type of research used in this research is descriptive research with qualitative. approach. This research concludes that the financial records of Joys Kitchen and Rezky Photocopy still use traditional or manual recording so that they do not know the recording of financial statements in accordance with EMKM's Financial Accounting Standards and are still constrained in inputting financial report transactions using Lamikro

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49

Ghertner, D. Asher. "Technology and Tricks: Intra-Household Technology Implementation and Gender Struggles." Gender, Technology and Development 10, no. 3 (January 2006): 281–311. http://dx.doi.org/10.1177/097185240601000301.

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50

Pourmahmoud Hesar, Mohammad, and Elham Zarfsaz. "Technology implementation in the classroom: challenges and prospects for using cell phones." Journal of Language and Literature 4, no. 2 (December 4, 2013): 60–63. http://dx.doi.org/10.7813/jll.2013/4-2/8.

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