Purpose

Organizational technologies can be classified according to the roles they play as either commodity or strategic. Commodity technologies support common operations, while strategic technologies address perceived threats to competitiveness, often identified by strategic foresight. These must go through an adoption process before playing an effective role in strategy execution. The adoption process includes known activities, ranging from sourcing (itself from in-house development to turn-key acquisition) to operational integration. This paper aims to reveal strategic technology adoption risks that arise during strategy execution.

Design/methodology/approach

A gradually developed causal loop diagram model, supported by general literature, introduces three general classes of technology adoption risks: mismatched requirements, supplier dependence and unmanaged life cycles.

Findings

Rather than managed, these risks are incurred or avoided depending on decisions made during the adoption process.

Research limitations/implications

Despite the scarce literature coverage for the approach, examples revealing the presence of adoption risks are nevertheless available in the well-documented history of enterprise resource planning (ERP).

Practical implications

Although ERP is presented as a general-purpose strategic technology, the unique business features of maritime container terminals pose serious challenges to its adoption, which provides additional support to the discussion and reinforces the conclusions.

Originality/value

The approach to identifying risks in strategic technology adoption departs from the current risk paradigm in two significant ways. First, it emphasizes policy decision-making rather than external events. Second, it views risks as systemic rather than occurring independently.

中文翻译：

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战略技术采用中的风险规避

目的

组织技术可以根据其扮演的角色分为商品技术或战略技术。商品技术支持共同运营，而战略技术则解决感知到的竞争力威胁，这些威胁通常由战略远见识别。这些必须经过采用过程才能在战略执行中发挥有效作用。采用过程包括已知的活动，从采购（本身从内部开发到交钥匙收购）到运营整合。本文旨在揭示战略执行过程中出现的战略技术采用风险。

设计/方法论/途径

一个逐步发展的因果循环图模型，在一般文献的支持下，引入了三类一般的技术采用风险：需求不匹配、供应商依赖和不受管理的生命周期。

发现

这些风险的发生或避免取决于采用过程中做出的决策，而不是进行管理。

研究局限性/影响

尽管该方法的文献报道很少，但在企业资源规划 (ERP) 的详细记录历史中仍然可以找到揭示采用风险存在的示例。

实际影响

尽管ERP被视为一种通用战略技术，但海运集装箱码头独特的业务特征对其采用提出了严峻的挑战，这为讨论提供了额外的支持并强化了结论。

原创性/价值

识别战略技术采用中的风险的方法在两个重要方面偏离了当前的风险范式。首先，它强调政策决策而不是外部事件。其次，它将风险视为系统性风险，而不是独立发生的风险。