An online consumer’s perception of security is affected by absence or presence of “third party certification” software on their websites (Pingjun et al, 2008). A review of a representation of the link between “third-party identifying logos, trust transfer and trust build-up” based on information acquired from an “online survey” confirms that when online consumers see a “third-party seal” on a shopping website, they tend to transfer their trust in the security “logo” to “online e-marketers” (Pingjun et al, 2008).
These issues should be handled by anticipate overload from a technical perspective and also by ensure the consumer confidence is gained and retained in E-commerce.
New Technology
Today’s world is an age of unique transformations within technology in the midst of technology transforming communication, work, how business is conducted and how people socialise (Boreham, 2006, p1). When new technology is implemented, it is expected that management will impact how it is adapted by the workforce, despite this, an empirical study states otherwise (Leonard-Barton et al, 1988). When new technology is implemented, staff with existing technical abilities adapt automatically whereas staff low on computer literacy skills wait to be directed by management (Leonard-Barton et al, 1988).
However, as an increasing amount of time and “investment capital” is absorbed by Information Technology and its consequences, business managers have a developing “awareness” that technology cannot be the “exclusive territory” of specialised IT companies or the Information Systems department (Porter 2008, p73). Businesses notice their competitors employ Information Technology to gain competitive advantage and acknowledge the necessity to become “directly involved in the management of new technology” although “in the face of rapid change, they don’t know how” (Porter 2008, p73).
New Technology Issues
New Technology is usually opposed as it usually involves change and people assess the size of the change required. New technology also usually results in a “large-scale organisational change” and consequently extra caution is applied as individual feelings must be influenced to get people to participate in new technology (Kotter et al, 2002, p1). In theory the opposition to new technology also known as the “crisis of progress” is as unconnected as it is connected in that community response to new technology impacts new technology “in a circular process” (Bauer, 1997, p2).
Management should address resistance to new technology by first ensuring a “readiness for change” through training and guidance.
References
Bauer M, 1997.Resistance to New Technology: Nuclear Power, Information Technology and Biotechnology; Cambridge University Press
Boreham P., Parker R., Thompson P., Hall R., 2006. New Technology Work; Routledge
Currie W. 1995.’The IT strategy audit: formulation and performance measurement at a UK Bank’. Managerial Auditing Journal.10 (1). pp 7-16.DOI:10.1108/02686909510077343. www.emeraldinsight.com. (Accessed: 15th February 2010)
Chaffey D., 2006. E-Business and E-Commerce Management; Prentice Hall
Desouza K. C., 2006.Agile Information Systems: Conceptualization, Construction, and Management; A Butterworth Heinemann Title
Hambling B., Morgan P., Samaroo A., 2008. Software Testing: An ISEB Foundation; British Computer Society
Kent S. T., Millet L. I., 2003. Who Goes There?: Authentication Through the Lens of Privacy; National Academics Press
Khosrow-Pour M., 2001.Managing Information Technology in a Global Economy: 2001 IRMA Proceedings; IGI Publishing
Kotter J P and Cohen D S(2002), The Heart of Change; Real-Life Stories of How People Change Their Organizations, Ha
