Selecting and Implementing Service Technology: Control, Uncertainty and Competitive Advantage

This article explores practical and competitive aspects of the role that technology plays in service firms. A review of resource-based theory leads to a conceptual model describing how technology can contribute to sustainable competitive advantage (SCA). The pragmatic challenge of implementation is then explored and the first conceptual model is extended. These discussions lead to two research propositions that are employed to (a) select four suitable case studies from a larger sample, and (b) structure subsequent analysis and discussion of the case findings. The propositions and corresponding data reveal a potential paradox implicit in the technology selection and implementation process. Namely that SCA is often based upon resources that emerge from conditions of uncertainty, ambiguity and poor ex ante 'measurability', whereas these same conditions have a negative impact upon managerial control and therefore implementation success.