@article {701,
	title = {Viewing Information Technology Outsourcing Organizations Through a Postcolonial Lens},
	year = {2006},
	pages = {381 - 396},
	abstract = {This paper discusses some of the difficulties and challenges that an information technology (IT) firm in a developing country faces in its attempt to become a global player. In 1999, the firm KnowICT embarked on a strategic project called Knowledge
 Management (KM), whose main purpose was to unify and integrate knowledge that resided in the various organizational business
 units into one strategic knowledge infrastructure. By combining the knowledge resources dispersed in the various organizational
 business units, KnowICT managers hoped that KnowICT could be transformed into a leading global IT consultancy firm, rather
 than be seen just as a provider of routine outsourcing jobs. Although at a basic operational level the KM project has been
 deemed a success, the attempt to combine the knowledge resources from the various organizational business units proved more
 difficult than anticipated. We use postcolonial theory to explain the difficulties and challenges that KnowICT faces. Postcolonial
 theory draws attention to issues of power, ownership, control, and identity. We suggest postcolonial theory can meaningfully
 enhance our understanding of the development and use of information and communication technologies in developing countries.
},
	doi = {10.1007/0-387-34588-4_25},
	author = {Mayasandra, Ravishankar and Pan, Shan and Myers, Michael}
}
@article {299,
	title = {The Impact of Ubiquitous Computing Technologies on Business Process Change and Management: The Case of Singapore{\textquoteright}s National Library Board},
	year = {2005},
	pages = {139 - 152},
	abstract = {Ubiquitous Computing technologies are reaching a stage of technical maturity that is enabling their application in everyday business environments. As organizations increasingly adopt these technologies, such as radio frequency identification (RFID), a deeper understanding of their impacts on business process management and design will reveal innovative opportunities for organizations to leverage upon in achieving their objectives. The case of RFID adoption at the National Library Board (NLB) reveals how the technology has enabled deskilling, modularity, and motility in business processes. As a result, NLB has enjoyed higher levels of efficiency, developed novel and differentiated services, and achieved greater customer satisfaction.},
	doi = {10.1007/0-387-28918-6_12},
	author = {Ramchand, Anand and Devadoss, Paul and Pan, Shan}
}
@article {240,
	title = {Enterprise System as an Orchestrator of Dynamic Capability Development: A Case Study of the IRAS and TechCo},
	year = {2004},
	month = {2004},
	pages = {515 - 534},
	abstract = {Corporations are perpetually hunting for ways to develop exclusive, sustainable, and competitive advantages that will enable them to leapfrog ahead of their industrial adversaries. Notably, the debut of enterprise systems (ES) during the recent decade has given rise to frequent talk of the utilization of integrative, IT-inspired business mechanisms to achieve the much sought-after but elusive competitive edge. Others, however, have argued that the search for sustainable competitiveness should instead be anchored in organizational efforts to cultivate and build up firm-specific dynamic capabilities. Cognizant of the various perspectives, this paper takes a holistic approach in proposing the achievement of sustainable competitive advantages by examining the manner in which ES adoption can contribute to the forging of dynamic capabilities. In particular, Montealegre{\textquoteright}s (2002) process model of capability development is adopted as the analytical framework to explore the strategization of ES development in two different organizations, with the main distinction being that one of them subscribes to commercially available SAP applications while the other chooses to develop its ES in-house. Through comparing and contrasting evidence from both cases, this study attempts to decipher how ES adoption can be strategized to develop strategic capabilities and understand the implications between off-the-shelf and bespoke ES in affecting the process of dynamic capability development.},
	url = {http://dx.doi.org/10.1007/1-4020-8095-6_28},
	author = {Tan, Chee and Lim, Eric and Pan, Shan and Chan, Calvin}
}
