Adapting to new technology in the Workplace including Ecommerce and Social Media platforms
As new advancements emerge regularly, technology is constantly changing. Technological goods evolve, as do how they are employed. To continue in the company, one must keep up with technological advances significant to the industry (Hasgall & Ahituv, 2018). Adapting to new technology in workplace provides a competitive edge to corporate management. This is relevant not just on an organizational and individual level but also on their entire organization. An administrator who can successfully understand and apply the newest technological advancements has an advantage over other managers (Lew, Kim, et al., 2019). Technological innovation may have a significant impact on the company. Even the methods people do new technologies will influence trade, considering how the internet has impacted commercial firms, both in terms of possibilities and problems. In the past, there was no such thing as social networking for organizations. Businesses are required to represent social networking platforms these days, and if they don’t, they may lose out on gaining new consumers and maintaining existing ones ( Majchrzak, Rice, et al., 2000). Being aware of technological advances that are important to the industry does not imply that people must accept all new technology.
The willingness to implement E-Commerce (EC) technology vary substantially amongst companies. It is essential to investigate the elements that influence an organization’s desire to adopt E-Commerce technology regarding adapting to new technology in the workplace, as this will aid businesses in developing suitable actions to manage it (Tarafdar & Vaidya, 2006). The challenge of a company adjusting to its surroundings is also linked to its engagement in research and development. Several quantities of cash are allocated to R&D, depending on the size of the firm. Laws and the technical environment compel electricity firms to innovate to reduce their negative influence on the environment and society. (Borowski, 2020). Technology is without a dispute the motivating factor underlying E-commerce. Yet, it would be the same technology that is preventing increasing e-commerce operations. These technical hurdles are classified as either computer systems and are listed below:
- Connectivity: For goods that need additional visuals than text documents, the transmit power of a networking connection is a critical technological hurdle. Particular attention should be paid to interests with sophisticated design features (Hsiao, 2001). This includes jewelry, handcrafted clothing, ornamental goods, and other such products.
- Operating System: The pace at which processor speeds are rising is hyperbolic. Customer requirements have increased as a result of the increased performance. We all wish for a quicker CPU; even the most powerful computer may be sluggish sometimes. A client attempting to purchase goods online does not want to delay as a computer obtains and shows an image of the object on display (Khan & Martin, 2011). Customers do not mind if the technology is sluggish in an off-line state since they are accustomed to it because they are not wired. When buyers want to examine many competing items at the same time, computer processor gets critical.
- Network Dependability: Just as vital as the authentication process is company implement. Online sales revenue may suffer if the Internet is inaccessible due to device, application, or communication issues. Too frequent Internet outages will eventually lead to user discontent and complete withdrawal in the worst-case scenario. While seasoned Internet users will put up with periodic breakdowns, newcomers will abandon the Internet if such issues arise throughout their initial “exploration” period (White & Afolayan, 2014). These untrained people will question the program’s legitimacy.
It is essential for a corporation to continually innovate and develop to survive and prosper in a competitive market. This procedure necessitates the introduction of new corporate technologies and adapting to new technology in the workplace (Thompson, 2016). Companies inevitably fall behind the competition if they don’t engage in technology that supports both advancement and efficiency on a routine basis. Introducing new technology into the firm, on the other hand, is fraught with difficulties. When it comes to discovering and implementing new ideas, people are likely to run against some of the following roadblocks:
- In the rank of skeptics: People will be able to relate technology to the company’s primary goals by measuring improvements in productivity or income. It’s critical to get the customer base used to the technology by presenting it soon and explaining how it may assist them to be more productive in their jobs (Boss, 2008).
- Problems with inclusion: Examining the current technology plan and forecast how it will evolve in the future. When evaluating the suitability of a proper approach, help ensure to include all of these perspectives (Okumus, Bilgihan, et al., 2017).
- Distribution of funds: The ideal method to conduct talks is to focus on its long-term plan and how the answer will help achieve it. Ensuring that any planned spending is firmly rooted in the company’s overarching goal.
- Capital verification: Though that is usually a hard adjustment, it may be easily implemented by planning with lots of evidence of worth samples and a clear explanation of expected business advantages (Misten & Miller, 1995). Once the technology is in existence, it’s critical to capture and communicate a few immediate successes. This will assist in instilling trust in the idea throughout the organization.
- Insufficient user buy-in: These problems may be solved by maintaining continual dissemination of knowledge across the project, verifying the technology for upper executives and regular users. The end-user is a crucial collaborator, and it’s critical to find champions around the organization who will push the initiative (Jetter, Satzger, et al., 2008). Further then, it’s crucial to keep the team’s best interests in mind. Customer is just as important as performance!
Integration of the marketing strategy, company, and organizational values has always been a critical success component. With more and quicker ICT developments on the horizon, this competence has become critically important for life. One of the most pressing issues confronting today’s organizations is digitalization (Sarikko, Westegren, et al., 2020). The need to use digital technologies to make and execute new business opportunities pushes companies to reassess their existing performance, organizations, and cultures to determine which technologies are essential and how they will be implemented in organizational processes and commercial offers through adapting to new technology in the workplace. Developing strategies that draw the balance between helpful innovation and detrimental upheaval is more often than not necessitated by these fundamental shifts, which frequently need businesses revisiting old realities (He, Zhang, et al., 2021). There are transformational innovations, and the report makes five suggestions for how companies may build the change management plans they have to become technologically aware of:
- Beginning small and build on direct advantages;
- collaborate to obtain a competitive edge through marketing strategy;
- participate in networking protocols;
- assuming responsible for data management and morals; and
- owning the change and achieve organizational buy-in.
- To play a more active role in developing the strategic plan, patterns and emerging technologies should be better predicted.
- Initial employee involvement and awareness about the need for reform are crucial for the continued growth of management culture in today’s fast-paced environment.
- Workers’ accountability for determining their position in a worldwide international economy is emphasized.
Profitable businesses usually cultivate effective business environments that promote and promote the values that have helped them achieve commercial success. As a result, the company’s structure includes the market environment in which the company thrived. When the ecosystem shifts, as it does in this case due to market adjustments, a powerful organizational strategy that has expressly granted earlier viable project success can become a concern because it prevents the company from adapting to the new environment and build fresh and unique perceptions that are considered necessary for success in the current climate (Chesbrough, 2012). As a result, this report demonstrates that digital technology ought to be a senior executive objective and a common feature of corporate business strategy. Businesses may gain a competitive edge on their challenge society by being digital natives and adapting to new technology in the workplace.
Moving or dragging techniques, as well as formally or informally approaches, are used by organizations to respond adequately. Sales promotions start with a business need and work their way to a solution via technology. Push tactics start with detailed business data and attempt to get customers to embrace and use it in the industry (Mazurkiewicz & Poteralska, 2017). Several impediments to the actual use of breakthrough technologies and products in the business affect the technological innovation and transfer procedures carried out by R&D organizations. While concluding technological development, as well as during the operation, the impediments should be identified. Some ways for reducing or eliminate obstacles are currently known and used; although, more effective approaches must be developed. Employee personal acceptability of technological progress is difficult for any company (D’Agostino & Delaney, 2015). Numerous aspects must be effectively addressed to execute a technology shift properly. Personal struggle, as well as employee opposition to reform, should be controlled. When choosing a new technology, assessment is undertaken for professional development, collaboration, and a multi-generational workplace. A well-defined planning process, an intensive training program, and information sharing among management and staff may help solve these issues. Organizational models and procedures should be adaptable in the same way as adaptive systems are. In this regard, customer designs in business operations, such as those implemented by IT service manufacturers in past years, may be regarded as a good alternative.
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