The value of information systems to small and medium sized enterprisest

IGI PUBLISHING Research, 5(1), 65-91, January-March 2009
International Journal of E-Business
ITJ 4666
65
701 E. Chocolate Avenue, Suite 200, Hershey PA 17033-1240, USA
Tel: 717/533-8845; Fax 717/533-8661; URL-http://www.igi-global.com
This paper appears in the publication, International Journal of E-Business Research, Volume 5, Issue 1
edited by In Lee © 2009, IGI Global

The Value of Information
Systems to Small and
Medium-Sized Enterprises:
Information and Communications
Technologies as Signal and Symbol of
Legitimacy and Competitiveness
Susan J. Winter, Portland State University, USA
Connie Marie Gaglio, San Francisco State University, USA
Hari K. Rajagopalan, Francis Marion University, USA

Abstract
Small and medium-sized enterprises (SMEs) face more serious challenges to their survival than do larger
firms. To succeed, SMEs must establish and maintain credibility in the marketplace to attract the resources
required for survival. Most co-opt legitimacy by mimicking the cues that signal credibility to convince
potential stakeholders that something stands behind their promises. This research examines the role of
information and communications technology (ICT) in legitimacy-building from the perspective of both SME
founders and customers. In-depth, semi-structured interviews were conducted in a variety of industries to
determine whether the ICT-related legitimacy schema from the customers’ perspective differs substantially
from that of firm founders. Results indicate that customers compare the ICT information provided in SME’s
sales pitches to pre-existing ICT expectations about the nature of desirable sales transactions. We describe
the relationship between violations of ICT expectations, legitimacy, and purchase decisions. Implications
for theory and practice are discussed.

Keywords: competitive use of IS; evaluation criteria; defining IS success; IS strategic planning; IS
value; legitimacy; organizational effectiveness; small to medium-sized enterprises SMEs;
social norms; social issues of IT; strategic alignment

INTRODUCTION (ICTs) are developed, attempts to understand
their adoption and use by small and medium-
All firms want to survive and thrive. As new sized enterprises (SMEs) have determined that
information and communication technologies many of the resources developed for larger firms

Copyright © 2009, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global
is prohibited.

66 International Journal of E-Business Research, 5(1), 65-91, January-March 2009

to guide strategic IS planning, alignment and ers (Feldman & March, 1981; Kling & Iacono,
the evaluation of ICT investments are often 1988). Research on the computerization of
inappropriate for SMEs (Wainwright, Green, work has explored what ICT symbolizes to em-
Mitchell, & Yarrow, 2005) and have identified ployees, shareholders and developers or special
barriers to adoption including negative attitudes interest groups (e.g. Jackson, Poole & Kuhn,
and financial and knowledge constraints (Parker 2002; Prasad, 1993; Ranganathan & Brown,
& Castleman, 2007). Underlying this research is 2006; Swanson & Ramiller, 1997). Missing
an emphasis on the role of ICT in deriving busi- from this research is a systematic exploration
ness value for SMEs by efficiently managing of the link between an SME’s ICT, the custom-
internal operations and supply chain activities ers’ image of the firm, and the likelihood of
to improve productivity and profitability (Levy purchase, a central concern for managers and
& Powell, 2005). researchers.
Although SME success is related to internal This work also extends the organizational
operational efficiency and effectiveness, it also theory literature in two important ways. First, it
requires access to external resources such as focuses on establishing legitimacy whereas the
labor, financing, and most importantly, a steady existing literature focuses on its maintenance
stream of income from sales (Harrison, Dibben, and repair (Suchman, 1995). Secondly, we
& Mason, 1997). For SMEs, most sales are examine both how SMEs convey impressions
made to other businesses (Levy & Powell, 2005) and what potential customers expect to hear
and success depends on the firm persuading whereas the existing literature usually examines
potential customers to actually make purchases, only one or the other (e.g., Arnold, Handelman
a decision that hinges on perceptions of the & Tigert, 1996; Harrison et al., 1997).
firm’s legitimacy (Suchman, 1995; Zimmer- If potential customers form impressions
man & Zeitz, 2002). Legitimacy is especially of an SME based on its use of ICT and these
important for new firm survival (most begin as impressions are positively related to purchase
SMEs) because smaller and newer firms fail behavior, managers who want to attract and
at a higher rate which suggests that obtain- retain customers may want to consider adopting
ing access to resources may be more difficult ICT as a signal, not just for its productivity-
(Singh, Tucker & Meinhard, 1991). However, related business value. If these impressions
previous research on ICT use by SMEs has not are negatively related to purchase behavior,
considered its role in perceptions of legitimacy SMEs may consider avoiding the ICT, or at least
and purchase decisions. obscuring its use. Thus, the customers’ percep-
New venture lore is replete with anecdotes tions of the symbolic meaning of ICT forms
relating how founders deliberately manage an important component of its total business
perceptions of legitimacy (e.g., Darwell, Sahl- value, which may include both improvements
man & Roberts, 1998). In most cases, firms in internal operational efficiency and its ability
co-opted legitimacy (Starr & MacMillan, 1990) to act as a signal and affect purchase behavior
by garnering endorsements and associations among external stakeholders.
and by mimicking the standards, practices, and The first two related research questions
cues of their relevant industries. This article addressed here are: Do prospective SME cus-
investigates whether these standards include tomers infer legitimacy from the presence of
expectations regarding the use of ICT and ICT? Does this perceived legitimacy affect the
whether ICT acts as a signal and symbolic of likelihood that customers will make a purchase?
legitimacy among potential customers. To answer these questions, we investigate
This approach extends the literature on 1) whether these symbol meanings are tacit
SMEs and IS in an important way. The IS field or explicit; 2) whether customers’ and SME
has long recognized the symbolic meaning of founders’ views of ICT’s symbolic meanings
ICT and its use as a signal by various stakehold- are sufficiently similar to one another to enable

is prohibited.

International Journal of E-Business Research, 5(1), 65-91, January-March 2009 67

accurate signaling; 3) whether SME founders and overcoming barriers to adoption (Parker
are aware of the customers’ perspective and & Castleman, 2007). The ICT literature has
could purposefully manipulate their firm’s im- investigated how ICT adoption and use have
ages through their choice of ICT; and 4) what affected the views of various organizational
attributions about SMEs are drawn from the use stakeholders (e.g. Fichman, 2000; Orlikowski &
of ICT emphasizing customer expectations and Iacono, 2000), but has not focused on customers’
the implications when these are violated. The views of a firm. The organizational literature
third research question addressed is: Why and has investigated how firms are perceived by
how does ICT act as a symbol of legitimacy? stakeholders and the effects of these views on
We begin by briefly describing the exist- organizational members (Gioia, Schultz, &
ing corporate image literature with particular Corley, 2000), but has not considered the role
attention to identifying the potential role of ICT of ICT and the customer perspective.
in assessing firm legitimacy. This is followed How a firm is perceived has been termed
by an in-depth presentation of an inductive its corporate image and definitions of corporate
investigation of why ICT signals legitimacy identity and image1 have been extensively
by investigating the importance of matching debated. Briefly, corporate identity is a firm’s
customer expectations. Although it is generated personality or the essence of what the firm is
from the more specific results, the findings from (Albert & Whetten, 1985; Balmer, 1998). It
this phase begin with the presentation of the is reflective of the firm-level mission, values,
abstract theoretical frame or paradigm model history, philosophy, culture, and behavior (Ind,
(as recommended by Strauss and Corbin, 1998), 1992; Van Riel, 1997). Recent work in corpo-
highlighting the importance of mental models rate brand management supports an inclusive
in creating a corporate image and the symbolic and multidimensional conceptualization of
role of ICT in judging legitimacy. Each element corporate identity including the expression of a
of the model is then described with supporting firm’s: 1) corporate culture; 2) brand and orga-
evidence and comparisons between the findings nizational structure; 3) industry identity; and 4)
and existing legitimacy theory to identify areas strategic positioning; through 5) the behavior of
of confirmation or contradiction, allowing the the corporation, its employees, and managers;
generation of an integrative, general and par- 6) corporate communication; and 7) corporate
ticularistic theory of the symbolic role of ICT design, which includes corporate visual identity
in a corporate image of legitimacy (Martin & elements such as buildings, clothes, and graphics
Turner, 1986). Finally, implications of this (Melewar & Karaosmanoglu, 2006).
model for managers and directions for future Definitions of corporate image vary de-
theory and research are discussed. pending upon whose view of the corporation is
emphasized. Consistent with the work of Berg
(1985), our interest is in the views of customers.
BACKGROUND AND The perception of customers is the firm’s corpo-
HYPOTHESES rate image (Melewar & Karaosmanoglu, 2006)
and the importance of establishing a corporate
image has long been accepted (Christian, 1959;
Corporate Image
Hatch & Schultz, 1997; Pfeffer & Salancik,
1978). The literature provides broad guidance
No existing theory has looked specifically at the
on the dimensions of an SME that play a role in
role of an SME’s ICT use in creating legitimacy
creating a corporate image but does not provide
and encouraging customers to make purchases.
information about the detailed particularistic
The ICT and SME literature has focused on the
meanings of specific cues such as ICT.
role of ICT in improving operational efficiency

is prohibited.


Institutionalism and Firm Image It is a quality of the firm, but is conferred by
observers (who refer to a firm that is credible
From a more macro perspective, institutionalism or real (Human & Provan, 2000)). Custom-
focuses on the social structure of the environ- ers’ assumptions about the appropriateness of
ment and its effects on individual behavior. Re- adoption and use of ICT by an SME should
searchers have argued that managers’ choices, affect their judgment of the SME as legitimate
such as those involving adoption of ICT, often and desirable as an exchange partner (Dutton
represent attempts to manage external images & Dukerich, 1991; Feldman & March, 1981;
of the firm held by stakeholders such as cus- Winter, Saunders, & Hart, 2003) and influence
tomers (Pfeffer & Salancik, 1978). A firm may the likelihood that they will make a purchase.
differentiate itself in the marketplace by creat-
ing a distinct identity, managing its image by ICT and a Firm Image of
leveraging the symbolic and physical resources Legitimacy
institutionalized in their business environment.
Managers manipulate symbols to convey the When examining the role of ICT in creating an
impression that the firm adheres to customer image of a firm as legitimate, one is asking how
expectations and codes of conduct, which have SMEs can use ICT in ways that meet customer
been identified as central to corporate identity expectations. This study develops a particu-
(Pfeffer & Salancik, 1978). Success depends laristic account of the symbols that ordinary
on whether the manager knows and understands people use to convey and evaluate images of
customer expectations and which symbols legitimacy, focusing specifically on the role of
convey the “right” impression (Feldman & ICTs as a cue and their meaning. These results
March, 1981). However, previous investiga- are then related to existing theories identifying
tions of ICT adoption and use by SMEs have areas in which the data confirm or contradict
not considered their effects on customer’s im- existing explanations (Martin & Turner, 1986),
ages of the firm and the pressures these exert integrating the inductively derived concepts
on decision-makers. If SMEs are aware of with abstract theory and providing analytic
their customers’ assumptions, they can adopt generalization (Yin, 1989).
and use ICT to create a desirable corporate
image that appeals to its target market (Dutton
& Dukerich, 1991). METHOD AND RESULTS
Legitimacy An inductive grounded methodology (Eisen-
hardt, 1989; Glaser & Strauss, 1967; Martin &
One important task of SME founders is to create Turner, 1986; Strauss & Corbin, 1998) was used
and maintain an image that attracts resources to discover the role of ICT in communicating
such as customers (Elsbach, Sutton & Prin- image and triggering a sale. Inductive grounded
cipe, 1998; Meyer & Rowan, 1977; Starr & techniques are particularly appropriate for
MacMillan, 1990). Legitimacy is a universally investigating relationships among context
desirable corporate image that is judged based (including customer expectations) and actors,
upon conformity to social norms and beliefs providing particularistic details to elaborate
and is linked to purchasing and repeat business abstract substantive theories (Eisenhardt, 1989;
(Suchman, 1995; Zimmerman & Zeitz, 2002). Martin & Turner, 1986). Semi-structured in-
Legitimacy is defined as a “generalized percep- depth interviews enabled a greater depth of
tion or assumption that the actions of an entity understanding than could be developed with a
are desirable, proper, or appropriate within some questionnaire. Inductive methods allowed iden-
socially constructed system of norms, beliefs, tification of the dimensions and language that
and definitions” (Suchman, 1995, pg. 574). are meaningful to the informants with legitimacy

is prohibited.


and customer expectations acting as sensitizing participation rate). Founders often
concepts (van den Hoonaard, 1997). work in excess of 12 hours a day and
many were too busy to participate.
Procedures  Potential Customers: The second
round included purchasers at 14 busi-
To control for issues unrelated to the use of ICT nesses in South Florida (a response rate
that could affect an SME’s image (e.g. a previ- of 15%) who received sales calls from
ous track record) we focused on sales pitches a variety of vendors, and had recently
of new firms. Sales pitches of new firms are used at least one new firm. To avoid
particularly appropriate for studying the process inflating the degree of agreement, we
of creating legitimacy and acquiring custom- included three buyers who had done
ers. Founders often recount how they managed business with a new firm in our sample
impressions of their firms when making their and eleven who had not3. As shown
first sales, so the phenomena should be familiar in Appendix A, the firms represented
to them (Darwell, et al., 1998) and attempts to various sectors, scopes and sizes.
establish perceptions all begin at the sales pitch Purchase decisions also were diverse
to which each party brings a set of assumptions, and ranged from purchasing office sup-
so it should be easier to identify participants’ plies, business services, raw materials
ICT assumptions. However, the meaning of and finished goods for resale through
ICT and the legitimacy images created are not sub-contracting portions of the firm’s
expected to vary by firm age. activities.
• Procedures: Sessions were conducted at
• Informants: Two kinds of samples were the participants’ places of business, lasted
drawn: SME founders and prospective 45 to 90 minutes, were tape-recorded and
customers (experienced buyers who have later transcribed. The first round was
purchased from new firms). This allowed performed by a trained master’s student,
cross-checking and substantiation of the the second by one of the authors.
resulting constructs (Martin & Turner, • First Iteration:
1986; Strauss & Corbin, 1998). The goal  Data Collection: The first round
was to map the diversity of responses included only founders; open-ended
and generate theory applicable to various questions encouraged respondents
contexts, so the sample was constructed to to talk about the issues that they
include variety rather than statistical repre- considered important in convincing
sentation. This practice (called theoretical their first customers to place an order.
sampling (Denzin, 1989)) precludes draw- Informants described the work their
ing inferences about the norms in specific firm performs, their products, custom-
industries. When new interviews failed ers, competitors and the content of
to yield novel responses, dimensions, or their first sales pitches. Probes asked
relationships, data collection ended. Two about the most effective cues or tactics,
rounds of data collection allowed refine- including the role of ICT.
ment of the questions and expansion of the  Data Analysis: The analysis pro-
sample (Denzin, 1989). ceeded iteratively; moving between
 SME Founders: Samples were the data, emerging theory and existing
drawn using the Dun and Bradstreet literature (Eisenhardt, 1989; Glaser &
database2. The first round included Strauss, 1967) allowing discrepan-
15 founders in the San Francisco Bay cies to be reconciled, leading toward
Area; the second included 18 found- closure (Denzin, 1989). In open cod-
ers in South Florida (in total, a 27% ing, categories were identified and

is prohibited.


microscopic data examination gen- These results reflect the norm of rationality
erated initial categories, recognized in the U.S. and an emphasis on the functional
taken-for-granted assumptions, and value of ICT in improving SME operations
identified other cases for theoretical (Feldman & March, 1981; Hirschheim &
sampling (Strauss and Corbin, 1998). Newman 1991; Kling & Iacono, 1984; Levy
Theoretical comparisons were made & Powell, 2005; Winter, 1996). They are
between the images created by visual consistent with literature suggesting that the
identity symbols such as furnishings symbolic meaning of an artifact such as ICT is
and wardrobe and those created by ICT. unlikely to be elicited through direct questioning
Data were coded for the importance because meanings are often deeply connected
of violations of expectations, a sensi- with assumptions about the way the world works
tizing construct linked to legitimacy. (Schein 1985).
Concepts were organized by recurring This raised questions about whether sym-
themes, forming stable and common bolism works differently for ICT than it does
categories during axial coding (Martin for other artifacts, whether SME founders are
& Turner, 1986; Strauss & Corbin, unaware of ICT’s symbolic value to customers
1998) yielding broad categories and or whether the symbolic meaning is tacit and so
associated concepts that described cannot be readily articulated. Consistent with
the participants’ understanding of the Strauss and Corbin (1998), we hypothesized that
symbolic information transmitted by our results reflected a taken-for-granted assump-
ICT and its role in the purchase deci- tion about ICT and collected additional data to
sion. better understand the symbolism of ICT.
 Findings4: The first step in determin-
ing whether prospective legitimacy is • Second Iteration:
inferred from the presence of ICT was  Data Collection: Consistent with
to determine whether the signaling Denzin (1989) the second round of
function of ICT was tacit or explicit. data collection included both SME
As shown in Table 1, 85% of found- founders and potential customers
ers in the first round of interviews and the data collection methods were
indicated that ICT improved opera- changed to surface taken-for-granted
tions, mentioning this aspect a total assumptions. New questions reflected
of 32 times. Some denied that ICT “breaking experiments” and used the
had any symbolic value and insisted flip-flop technique (Feldman, 1995;
that its only value was its functional- Garfinkel, 1967; Strauss & Corbin,
ity, although many were forthcoming 1998). Additional structured focus
about the symbolic role of office attire, group techniques such as bounded
location, and office furnishings. and cued open-ended questions and
 Proposal Development & Presenta- providing background information
tion Training: were used (Krueger, 1998; Stewart
& Shamdasani, 1990). Sentence
The technology is essential … but it is completion and a projective technique
simply the tool…The thing that gives (an analogy between a Ferrari and a
us an edge is not the technology but Honda Civic) were also included and
the office space. SME founders were asked to take the
role of customers (Greenbaum, 1998;
About a third (38%) said that ICT symbol- Krueger, 1998; Sudman, Bradburn &
ized their firm’s legitimacy (e.g. seriousness, Schwarz, 1996). Questions are shown
professionalism, size, or financial strength). in Appendix B.

is prohibited.


Table 1. Percent of 1st round SME founders (n=13) who discussed a category. Results of Fisher’s
Exact test of the difference between 1st and 2nd round founders also shown.
Element %
Functional
(Improves Operational Efficiency, Productivity, 85
or Effectiveness)
Legitimacy 38*
Prototype Expectations 85
Taken-for-granted 77
Novel-Neutral 8*
Novel-Positive 23
Novel-Negative 0*
Support Decision 46
Positive 31
Negative 0
Neutral 15

* p < .05

 Data Analysis: Analysis of the second allowed continued refinement of the
round proceeded much like that of typology. These networks of catego-
the first with inductive open coding ries were used to create theoretical
that included legitimacy, expectations constructs and associated maps of
and violations as sensitizing concepts causal elements that were constructed
(Martin & Turner, 1986). One author into a theory of the role of ICT in firm
read the founder interview transcripts; legitimacy and purchase decisions.
another read those of customers. Each A model of the important elements,
created a preliminary inclusive frame- their cues and interrelationships was
work representing the features of the developed. The resulting framework
data and the distinctions made by the derives empirical validity from ac-
informants (Martin & Turner, 1986; counting for the data and provides a
Strauss & Corbin, 1998). Comments general pattern across the data sources
were coded based on apparent category (Martin & Turner, 1986).
membership and axial coding was
used to organize concepts (Martin & Transcripts were then coded for each ele-
Turner, 1986; Strauss & Corbin, 1998). ment by the third author who counted the number
The data gathered from founders and of participants who mentioned a category and
customers were compared to identify the number of times a category was mentioned.
their degree of overlap and a single Fisher’s Exact5 tests were performed to deter-
integrative framework was created mine whether the responses of second round
when it became clear that they included founders differed from first round founders or
similar concepts. Comparing the data from customers.
to the emerging model and discussing Findings – Theoretical Frame: Although
disagreements about the elements developed later as an aggregation of the more

is prohibited.


detailed results, the abstract theoretical frame has been categorized, it is assumed to have other
(paradigm model) that summarizes the theory characteristics of the category (honesty, trust-
is presented first (Strauss & Corbin, 1998). It worthiness, etc.) based on the interconnected
shows how the elements of the constructs are information elements in the mental model, even
connected and acts as a map to steer through if the potential customer has not experienced
the detailed results, which are presented after them directly. These inferred characteristics
the model. At the highest level of abstraction, of the firm then influence the likelihood that a
the purchase decision process (shown in Figure potential customer will actually place an order.
1) resembles schema theory (Fiske & Taylor, In addition to corporate image effects, ICT has a
1991) and is influenced by the prototypes and direct effect on purchase decisions if customers
mental models held by the prospective customer find them more convenient.
who infers SME legitimacy from the symbolic In the following section, these concepts and
information provided by a firm’s ICT. their interactions are discussed in detail.
The SME founders and potential customers Findings – Model Elements: Participants
have formed mental models about various kinds were clearly more comfortable discussing the
of firms and their activities. A mental model functionality of ICT than its symbolic mean-
consists of sets of interconnected information ing, suggesting that functionality is explicit and
elements (including ICTs) and a prototype is symbolic meaning is more tacit. However, we
a typical set of elements for a category. This found four patterns linking ICT to corporate im-
mental model includes possible firm categories age. First, customers’ symbolic meanings and
represented as prototypes, some of which are those of founders were very similar suggesting
more likely to result in a positive transaction that accurate signaling can occur and that the
experience than others. The firm may be a latter could purposefully manipulate their ICT
legitimate, serious, professional, adequately use to create desired corporate images. Further,
capitalized company or an illegitimate company, founders were aware of the customers’ perspec-
a category that includes both inexperienced tive and those meanings were instrumental in
undercapitalized hobbyists trying to become their ICT adoption decisions. Second, firm
professionals and firms of dubious legality legitimacy characteristics are inferred from
sometimes called fly-by-night. ICT and linked to decisions to support the firm.
SMEs use ICTs in providing their products Third, three distinct patterns link violations
or services including both office technologies of their expectations about a firm’s ICT to its
(e.g. inventory management systems, cell image. A firm could be missing an ICT whose
phones) and production technologies (e.g. presence had been taken-for-granted, include
CAD/CAM, robotics). A firm’s representative a novel ICT that detracts from a firm’s image,
contacts a potential customer and makes a sales or include a novel ICT that enhances its im-
pitch describing the company and its products or age. Each of these areas is described in more
services and may describe their ICTs or provide detail below.
indirect evidence of them. During a sales pitch, Functionality vs. Symbolic Meaning: As
the potential customer tries to learn what kind shown in Table 2, an overwhelming majority
of firm he or she is dealing with to determine of second round participants (97%) mentioned
the likelihood that placing an order would result the functional value of ICT 126 times in total.
in a positive transaction. Potential customers However, the use of focus group techniques
match the firm’s ICT to those expected in each yielded much more information about the
prototype and categorize a firm as legitimate or symbolic meaning of ICT than was uncovered
illegitimate based on the characteristics shared. in the first round of interviews. As shown in
Some ICTs will be taken-for-granted or assumed Tables 1 and 2, the percentage of first and sec-
to be in use, others may be novel or optional in ond round founders linking ICT to legitimacy
that they may or may not be present. Once a firm increased significantly (1st round: 38%; 2nd

is prohibited.


Figure 1. Model of ICT, customer expectations, firm legitimacy and purchase
Firm’s ICT

Purchase Decision
Match/Gap Firm • Positive
Legitimacy
• Negative
• Neutral

Customer’s ICT Expectations
• Taken for Granted
• Novel

round 87%; Fisher’s Exact p<.05) and 90% of by 47% of founders 47% vs. 49 times by
the second round participants linked ICT and 93% of customers).
legitimacy. Founders also indicated that they were
aware of the customer’s perspective and
• Similarity between Founder and Cus- that ICT adoption decisions were influ-
tomer Views: In the second round of inter- enced by the desire to create a particular
views, participants articulated a consistent corporate image.
set of issues surrounding legitimacy, ICT  Medical Lab: I think that to be in the
and purchase decisions. Both founders and business world you need a Web page
customers reported similar views of each and people do judge you … whether
of the ten elements of the model, but four they be potential clients or whoever,
of these elements appear to be more salient and they’ll look at your Web page
to customers than to founders. Customers and … there’s a better feel for us as
were significantly more likely to identify a company when they see our Web
ICTs that were novel and helped form a page.
positive image of the firm (mentioned 16
times by 47% of founders vs. 56 times by This strong overlap between the views of
86% of customers), to link ICT directly founders and customers is not surprising. Shared
to support (mentioned 26 times by 60% meanings, communication, and organized action
of founders vs. 99 times by 100% of cus- are reciprocally interdependent (Donnellon,
tomers), to discuss a positive link between Gray, & Bougon, 1986) and would be required
ICT and making a purchase (mentioned 29 for an SME founder to successfully create an
times by 33% of founders vs. 49 times by image of legitimacy.
79% of customers), and to identify ICTs
that would have no effect on their decision • Legitimacy Inferred From ICT: There
to make a purchase (mentioned 10 times was no difference between the percentage
of founders (87%) and the percentage of

is prohibited.


Table 2. Percent of 2nd found respondents who discussed a category broken down by SME founder
vs. customer. Results of Fisher’s Exact test of the difference between 2nd round founders and
customers also shown.
Founders Customers Founders & Customers
n=15 n =14 n=29
No. of Times
Element % % %
Mentioned
Functional
(Improves Operational Efficiency, 93 100 97 126
Productivity, or Effectiveness)
Legitimacy 87 93 90 92
Prototype Expectations 100 100 100 433
Taken-for-granted 93 86 90 254
Novel-Neutral 67 71 69 93
Novel-Positive 47 86* 66 72
Novel-Negative 40 36 38 14
Support Decision 60 100* 79 125
Positive 33 79* 55 61
Negative 20 7 14 5
Neutral 47 93* 69 59

* p < .05

customers (93%) who reported inferring make the commitment to have a fax
an SME’s legitimacy from its ICT. ICT machine, to have everything in place
acts as a cue symbolizing dimensions of before they start up then they are a
legitimacy (Suchman, 1995), which was little more serious and maybe you’ll
mentioned by the overwhelming major- take the chance and take the risk of
ity (90%) of the participants a total of 92 putting the product in the book… You
times. Participants agree that legitimacy know that they’re not financed if they
influences the firm’s ability to attract cus- don’t even have a fax machine
tomers, and often mention legitimacy ele-
ments (size, seriousness, professionalism, Although conceptually distinct, the ele-
capitalization) and support together. ments of legitimacy are mentioned together
 Apparel Catalog: It’s the little things and cued by the same symbol, suggesting that
that make you aware of what type of they co-occur in participants’ mental models
company you’re dealing with. Again, of legitimate and illegitimate firms. This is
if they don’t have voice mail, if they consistent with the retrieval of prototype char-
don’t have a cell phone, if they don’t acteristics as outlined in the earlier paradigm
have fax capabilities, e-mail capabili- model (Fiske & Taylor, 1991). Large, serious,
ties, these are the signs. This is what professional firms are often contrasted with
you sense. This is how you know that “hobbyists” or “fly-by-night” firms, suggesting
this isn’t a real big company. If they that these represent common firm prototypes.

is prohibited.


Consistent with previous research on legitimacy, customers than to founders, but overall 79% of
no participants wanted to work with “hobbyists” participants mentioned a link (positive, negative
or “fly-by-night” firms. or neutral) between ICT and support 125 times.
Our results suggest that the adoption and More specifically, 55% mentioned 61 times that
use of ICT is a form of behavior linked to some ICTs could increase the probability of
judgments that a firm is legitimate, an image support (often, this was stated in the negative in
that is universally desirable and is central to a that they would not make a purchase from a firm
firm’s success (Zimmerman & Zeitz, 2002). that did not have an ICT, implying that having
Customers’ assumptions about the appropriate the ICT is positively related to support).
adoption and use of ICT affect their judgment
of the firm as legitimate. If decision-makers  System Integrator: I can’t imagine that
adopt and use ICT in ways that are consistent they would want to do business with some-
with customers’ assumptions about what is ap- body that didn’t use email.
propriate, they can create an image of legitimacy,  Promotional Products: If a company now
avoid being labeled “fly-by-night”, and improve doesn’t have a fax machine, I probably
the likelihood that they will receive customer wouldn’t do business with them
orders (Dutton & Dukerich, 1991).
Creating and maintaining a corporate image About two-thirds (69%) of participants
requires SMEs to choose behavioral, verbal and mentioned 59 times that that having or not hav-
non-verbal symbols to convey the impression ing some forms or ICT would have no effect
that the firm adheres to the stakeholders’ expec- on purchase decisions.
tations and codes of conduct identified by insti-
tutionalism (Pfeffer & Salancik, 1978). These  Spa and Beauty Supply: I don’t expect
codes of conduct reflect the system of meaning it (fax machine, computer, beepers, cell
that underlies the social construction of reality phones) and I would not stop doing business
(Berger & Luckmann, 1967; Feldman & March, with somebody because of it. Nor would
1981; Schein, 1985) and allows actors to make I necessarily consider not doing business
sense of their world by interpreting symbols with them because of that.
(Gioia, 1986). This article provides evidence
that ICT is one of those symbols and that these A small percentage of respondents (14%)
expectations form accepted standards for ICT mentioned 5 times that some ICTs would de-
use (DiMaggio & Powell, 1983) informed by crease the likelihood of a sale.
customers’ mental models and SME prototypes.
Legitimacy influences purchase decisions, a  Community Association Manager: I pre-
crucial determinant of SME survival. fer a company that does not have voicemail,
but they’re hard to find.
• ICT Linked To Purchase Decisions: An
SME’s ICT can make purchase decisions Thus, ICT is among the elements consid-
more likely or less likely, often depending ered by customers in deciding whether or not to
on the ICTs involved (although sometimes place an order with an SME, an example of what
they have no effect). However, some the legitimacy literature calls providing active
participants linked support with specific support (Suchman, 1995). Although conceptu-
ICTs, while others linked it to an SME ally distinct, many authors treat legitimacy and
being “high tech” reflecting the influence support of a firm as overlapping constructs and
of a constellation of ICTs. some indicators of legitimacy (e.g. certification)
are also indicators of support (Suchman, 1995).
As previously mentioned and shown in The use of ICT may allow SMEs create an im-
Table 2, support issues were more salient to age of legitimacy (Pfeffer & Salancik, 1978)

is prohibited.


and provide a survival advantage because ICT’s that customers’ SME prototypes invariably
symbolic meanings increase the likelihood that include this element. When a mental model
an SME will attract customers. of legitimate firms is accessed, these ICTs
are among the characteristics assumed to be
• Mismatches and their Effects on Corpo- present, even if they have not been observed.
rate Image of Legitimacy: Creating an SMEs that do not have them are less likely to
image of legitimacy requires conformity be seen as legitimate. Their absence violates
with customer expectations (Meyer & expectations and raises legitimacy concerns
Rowan, 1977; Pfeffer & Salancik, 1978; because of the symbolic meaning attached to
Suchman, 1995; Zimmerman & Zeitz, the technology.
2002). So, we examined the effects of But, contrary to legitimacy theory, mis-
mismatches between the use of ICT matches do not always lead to judgments that
and customers’ expectations, one of our a firm is not legitimate and may not even re-
sensitizing concepts. We found three dif- flect positively on the firm if the ICT is novel
ferent kinds of mismatches that affected rather than taken-for-granted. About two-thirds
legitimacy and purchase decisions. A firm (66%) of participants indicated 72 times that
could be missing an ICT that customers the symbolic meaning of a novel ICT is also
had taken-for-granted; include an ICT that considered and can lead customers to infer that
is novel in that it is not taken-for-granted, a firm shares their values, and that they should
but enhances the firm’s image; or it could place an order.
include an ICT that is novel and detracts
from the firm’s image.  Wireless Services Provider: E-mail, yes.
They don’t have to have it but it’s a one
Table 2 shows that both SME founders and up, it’s a plus if they do.
customers had expectations about the kinds of  General Contractor: [Vendors who bring
ICT firms should have (mentioned 433 times by in results of computer runs] Gives us a
100% of participants). Three distinct patterns comfort level as opposed to the one that’s
link violations of expectations about firm’s scratched out on a piece of paper.
ICT to its image. First, 90% of participants
indicated 254 times that some kinds of ICT are Of course, the converse is also true. Cus-
taken-for-granted. tomers use the symbolic meaning of novel ICT
 Environmental Clean-up Consulting: to infer that a SME’s actions will be undesir-
[Didn’t have e-mail?] ‘Wow! Where have able, although it may not reflect upon the firm’s
you been?’ You know, it’s like they should legitimacy. For example, customers often
have it. Even if it’s at hotmail.com … That’s encounter automated call routing to answer
just, I expect it. incoming calls, so the presence of this ICT
 Systems Integrator: I can’t imagine a cannot be considered a violation of expecta-
company existing without pagers. I mean, tions. However, many infer that firms using
we use pagers so you can send a message. call routing are large, uncaring and will treat
I just can’t imagine. them impersonally. Overall, 38% of partici-
pants indicated 14 times that a novel ICT can
This is consistent with what Saga and Zmud be considered detrimental to a firm’s image
(1994) have called the routinization stage of without affecting its legitimacy.
ICT implementation, and with schema theory,
the use of mental models, and prototypes (Fiske  Community Association Manager: [Au-
& Taylor, 1991). Some ICTs have been so tomated call routing indicates a firm is] too
completely integrated into the business world big. Unpersonal [sic]. Yeah, I don’t like
it. I hate it.

is prohibited.


The determining factor is whether the mental models comprising multiple ele-
underlying symbolic meaning ascribed to ments. Pre-existing categories of firms
the novel technology is consistent with the form prototypes that reflect particular
customer’s values and ideas about desirable constellations of elements, including ICT
firms. For example, if industry leadership is artifacts which act as cues from which a
considered desirable, an ICT that signals this firm’s legitimacy dimensions (e.g. size,
enhances a firm’s image. If large, uncaring professionalism, seriousness, and capital-
firms are considered undesirable, automated ization) are inferred. These dimensions
call routing ICT that signals this detracts from are bundled together in the mental model,
a firm’s image. Thus, consistent with Saga and along with additional details that are filled
Zmud’s (1994) implementation phases, ICT in (inferred). As the SME founder makes
that is accepted, but not taken-for-granted, is a sales pitch, customers glean informa-
viewed as novel. tion about the firm’s ICT and compare it
Schema theory would suggest that these to their expectations regarding each ICT
technologies are not elements of all SME pro- mental model element. The observed and
totypes, so their presence or absence is used in inferred characteristics are used to catego-
classifying firms according to their desirability rize firms by comparison with existing firm
as exchange partners (Fiske & Taylor, 1991). prototypes (e.g. legitimate vs. hobbyists
In contrast, legitimacy theory asserts that the or fly-by-night). SMEs that share a large
presence of a novel ICT violates expectations, number of characteristics with the proto-
so the probability of a purchase should always type for a legitimate and desirable exchange
be diminished (Suchman, 1995). Our data partner will be considered legitimate and be
contradicts legitimacy theory by providing preferred by customers. When customers
evidence that these mismatches can be posi- and founders attribute similar meanings to
tive, enhancing an SME’s image, and increas- ICT, the SME can better control the image
ing the likelihood of a sale depending upon communicated.
the inferences that customers draw about the
firm’s values and the desirability of its actions This process resembles schematic process-
based on the symbolic meaning underlying a ing of symbols, which can include artifacts such
novel ICT. When these are positive, the firm’s as ICT and actions such as their use (Bargh,
image is enhanced. When they are negative, it 1984; Gioia, 1986; Morgan, Frost & Pondy,
is diminished. In contrast, violating expecta- 1983). Information processing begins with the
tions regarding a taken-for-granted ICT always classification of stimuli based on matching attri-
diminishes a firm’s image. This relationship is butes with those of pre-existing categories stored
shown in Table 3. in schemas. Once categorized, missing pieces
are filled in with category-consistent informa-
• How and Why ICT Acts as a Symbol: tion. When a potential symbol is encountered,
Information about SMEs is stored as it is compared to existing schemas to generate

Table 3. Relationship between ICT novelty, presence, and corporate image of legitimacy
Novel
ICT Taken-for-granted Positive Negative
Present Legitimate Positive Image Negative Image
Absent Not Legitimate Neutral Image Neutral Image

is prohibited.


meaning (Gioia, 1986). When a symbol is as- DISCUSSION
sociated with a schema, understanding occurs
that guides interpretation and action in ambigu- Our results show that ICT does signal legitimacy.
ous or uncertain situations. The communicative When asked directly, participants suggest a
power of symbols lies in the meaning attached purely functional explanation for ICT adoption,
to them, which, like schemas, varies in different reflecting the norm of rationality and social
situations or social groups. desirability (Feldman & March, 1981; Kling
In the absence of prior interaction with an & Iacono, 1984; Winter, 1996). However, less
SME, potential customers generate meaning salient dimensions were elicited using focus
by scrutinizing available signals, such as ICT group techniques.
(Synder & Stukas, 1999), compare this infor- The ultimate purpose of a sales pitch is to
mation to their schemas for the use of ICT by make a sale, but a proximal purpose is the display
legitimate firms, classify the firm into an ap- of symbols such as ICT that create a positive
propriate category, fill in missing information, image of the firm. Potential customers clearly
and make inferences about the desirability of use ICT to infer legitimacy and fill in unknown
the SME as an exchange partner. Quite simply, details from existing prototypes. They seek to
legitimacy is judged based partly upon ICT categorize the firm in terms of its type, based
whose meaning has been stored in schemas in part on a comparison of its ICT capabilities
reflecting social institutions (Barley & Tolbert, with those that were expected. Classification
1997). The ICT acts as a symbol of conformity to into the preferred exchange partner category is
the expectations and values of the perceiver for crucial to the survival of SMEs because they
legitimate firms. To be judged desirable, a firm seldom have the resources to overcome a poor
should match customers’ schemas for desirable corporate image.
firms or violate them in a manner that indicates This study extends the literature on the
pursuit of goals that conform to market segment symbolic meaning of ICT by considering the
values. Thus, an ICT’s symbolic meaning af- customer’s view of SMEs and the effects of
fects a firm’s image and influences purchase ICT on purchase behavior and extends the
decisions that determine survival. literature on corporate image to include the
effects of ICT.
Contributions and Limitations
Implications for Managers
We developed a general and particularistic
model of the issues surrounding the sym- Purchase decisions are influenced by potential
bolic value of ICT, legitimacy, and customers’ customers’ images of the firm. Decisions about
purchase behavior. This study extends our the use of ICT in SMEs should consider im-
understanding of the creation of legitimacy, age issues and symbolic meaning in addition
mental models, and schemas to identify the to operational efficiency and effectiveness
language, behavior and symbols that ordinary concerns and executives must be familiar with
people use to convey and evaluate images, their stakeholders’ expectations regarding an
focusing specifically on the role of ICT as a ICT. As institutionalism predicts, an SME that
signal, the firm characteristics that are linked fails to adopt an ICT that has become taken-
to legitimacy, and how ICTs carry meaning. In for-granted will find it more difficult to make
addition, it clarifies that mismatches between the sales required to survive. As schema theory
audience expectations about an SME’s ICT are predicts, for ICT that is novel, executives must
not always negative. understand the symbolic meaning underlying its
use to ensure a positive interpretation. Manag-
ing corporate image through the use of ICT is
particularly importance for SMEs that must

is prohibited.


create an image before they have established maintaining impressions of the firm’s legitimacy
a reputation based on performance, a large among external stakeholders (Darwell, et al.
customer base or a broad marketing campaign. 1998). This study has shown that potential
SMEs must rely most heavily on signals and customers make snap judgments about a firm’s
symbols and should include both the symbolic legitimacy based on expectations regarding
and the productivity dimension in any calcula- the use of ICT due to its symbolic meaning
tion of the business value of ICT. and begun to explore the processes by which
ICT acts as a symbol. Future research should
Implications for Theory consider other valued organizational outcomes
related to the symbolic meaning of ICT for
This study found a strong relationship between external stakeholders, such as attracting val-
the symbolic meaning of an ICT, a corporate ued employees, financing and accreditation or
image of legitimacy, and purchase behavior. licensure. In addition, the meanings of ICT
SME’s that wish to attract customers should and mediating concepts of corporate image
consider the benefits of choosing ICT that cre- will likely differ by industry, time period and
ates a corporate image of legitimacy, even if the culture. To provide additional value in guiding
ICT yields limited improvement in productivity. practice, considerably more work is needed to
To be most effective, an SME’s ICT choices map the meanings of particular ICTs to dif-
should be guided by customer expectations. ferent contexts. Understanding the complex
These results also contribute to our under- multidimensional costs and benefits of ICT will
standing of the relationship between symbolic allow us to develop a more complete view of
meaning and action. Organizational cognition its business value.
suggest that the symbolic meaning of an ICT
will dominate diffusion before its productiv- REFERENCES
ity effects have been documented and may
Albert, S. & Whetten, D. (1985). Organizational
continue thereafter as the presence of an ICT
identity. In L.L. Cummings and B. Staw (Eds.),
innovation becomes an institutionalized norm. Research in Organizational Behavior, 7, 263-295.
Corporate image forms a valuable link between Greenwich, CT: JAI Press.
the symbolic meaning of ICT and its diffusion.
Integrating these fields clarifies how an ICT Arnold, S.J., Handelman, J., & Tigert, D.J. (1996).
acquires symbolic meaning allowing it to be Organizational legitimacy and retail store patronage.
Journal of Business Research, 35, 229-239.
used by SMEs to create and maintain corporate
images. Social cognition and the role of sche- Balmer, J.M.T. (1998). Corporate identity and ad-
mas in interpreting an ICT as a cue are central vent of corporate marketing. Journal of Marketing
to the creation of perceptions that a firm is Management, 14, 963-996.
legitimate, is a desirable exchange partner and Bargh, J.A. 1984. Automatic and conscious process-
is more likely to be supported. ing of social information. In R.S. Wyer, Jr. and T.K.
Srull (Eds.), Handbook of Social Cognition, 1-43.
Hillsdale, NJ: Erlbaum.
CONCLUSION Barley, S. R. & Tolbert, P. S. (1997). Institutionaliza-
tion and structuration: Studying the links between
SMEs face particularly difficult survival chal- action and institution, Organization Studies, 18(1),
lenges with success dependent upon persuading 93-117.
potential customers to actually make purchases,
Berg, P.O. (1985). Organization change as a symbolic
a decision that hinges on perceptions regarding
transformation process. In P. Frost, L. Moore, M.R.
the firm’s legitimacy (Suchman, 1995; Zim- Louis, C. Lundberg, and J. Martin (Eds.), Reframing
merman & Zeitz, 2002). Consequently, SME Organizational Culture, 281-300. Beverly Hills,
survival depends in large part on creating and CA: Sage.

is prohibited.


Berger, P.L., & Luckmann, T. (1967). The Social ence. In H.P. Sims, Jr. and D.A. Gioia (eds), The
Construction of Reality. NY: Anchor Books. Thinking Organization: Dynamics of Organization
Cognition, 49-74. SF: Jossey Bass.
Christian, R.C. (1959). Industrial marketing. Journal
of Marketing, 79-80. Gioia, D.A., Shultz, M. & Corley, K.G. (2000). Or-
ganizational identity, image, and adaptive instability.
Darwell, C., Sahlman, W.A., & Roberts, M.J. (1998) Academy of Management Review, 25(1), 63-81.
DigitalThink: Startup (Case # 9-898-186), Cam-
bridge, MA: Harvard Business School Publishing. Glaser, B.G. & Strauss, A. L. (1967). The Discovery
of Grounded Theory, Chicago, IL: Aldine.
Denzin, N.K. (1989). The Research Act: A Theoretical
Introduction to Sociological Methods, Englewood Greenbaum, T.L. (1998). Handbook of Focus Group
Cliffs, NJ: Prentice Hall. Research, Thousand Oaks, CA: Sage.
DiMaggio, P.J., & Powell, W.W. (1983). The iron Harrison, R.T., Dibben, M.R. & Mason, C.M. (1997).
cage revisited: Institutional isomorphism and col- The role of trust in the informal investor’s investment
lective rationality in organizational fields. American decision: An exploratory analysis. Entrepreneurship
Sociological Review, 48, 147-160. Theory and Practice, 21(4), 63-81.

Donnellon, A. Gray, B., & Bougon, M.G. (1986). Hatch, M.J. & Schultz, M. (1997). Relations between
Communication, meaning, and organized action. organizational culture, identity, and image. European
Administrative Science Quarterly, 31 (1), 43-55. Journal of Marketing, 5(6), 356-365.

Dutton, J. & Dukerich, J. (1991). Keeping an eye Hirschheim, R. & Newman, R. (1991). Symbol-
on the mirror: Image and identity in organizational ism and information systems development: Myth,
adaptation. Academy of Management Review, (34), metaphor and magic. Information Systems Research,
517-554. 2, 29-62.

Eisenhardt, K.M. (1989). Building theories from case Human, S.E. & Provan, K.G. (2000). Legitimacy
study research. Academy of Management Review, building in the evolution of small firm multilateral
14(4), 532-550. networks: A comparative study of success and demise.
Administrative Science Quarterly, 45, 327-365.
Elsbach, K.D., Sutton, R.I. & Principe, K.E. (1998).
Averting expected challenges through anticipatory Ind, N. (1992). The Corporate Image, London:
impression management: A Study of hospital billing. Kogan Page.
Organization Science, 9(1), 68-86.
Jackson, M.H., Poole, M.S. & Kuhn, T. (2002).
Feldman, M. S. (1995). Strategies for Interpreting The social construction of technology in studies of
Qualitative Data. Thousand Oaks, CA: Sage. the workplace. In L. Lievrouw and S. Livingstone
(Eds.), Handbook of New Media: Social Shaping
Feldman, M. S. & March, J. G. (1981). Information and Consequences of ICTs, 236-253.
in organizations as signal and symbol. Administrative
Science Quarterly, 26(2), 171-186. Kling, R. & Iacono, S. (1984). The control of informa-
tion systems after implementation. Communications
Fichman, R. (2000). The diffusion and assimilation of of the ACM, 27(12), 1218-1226.
information technology innovations. In Zmud (Ed.),
Framing the Domains of IT Management: Projecting Kling, R. & Iacono, S. (1988). The mobilization of
the Future Through the Past, 105-104. Cincinnati, support for computerization: The role of computeriza-
OH: R. Pinnaflex Educational Resources. tion movements. Social Problems, 35(3), 226-243.

Fiske, S.T. & Taylor, S.E. (1991).Social Cognition Krueger, R.A. (1998). Developing Questions for
(2nd ed.), NY: McGraw Hill. Focus Groups, Thousand Oaks, CA: Sage.

Garfinkel, H. (1967). Studies in Ethnomethodology. Levy, M. & Powell, P. (2005). Strategies for Growth
Cambridge, MA: Polity in SMEs: The Role of Information and Information
Systems, Elsevier.
Gioia, D.A. (1986). Symbols, scripts, and sensemak-
ing: creating meaning in the organizational experi-

is prohibited.


Martin, P. Y. & Turner, B. A. (1986). Grounded theory Institutionalism in Organizational Analysis, 390-422.
and organizational research. The Journal of Applied Chicago, IL: University of Chicago Press.
Behavioral Science, 22(2), 141-157.
Starr, J.A. & MacMillan, I.C. (1990). Resource co-
Melewar, T. C. & Karaosmanoglu, E. (2006). Seven optation via social contracting: resource acquisition
dimensions of corporate identity: A categorisation strategies for new ventures. Strategic Management
from the practitioners’ perspectives. European Jour- Journal, 11, 79-92.
nal of Marketing, 40(7/8), 846-869.
Stewart, D.W. & Shamdasani, P.N. (1990). Focus
Meyer, J. & Rowan, B. (1977). Institutionalized or- Groups: Theory and Practice. Newbury Park, CA:
ganizations: Formal structure as myth and ceremony. Sage.
American Journal of Sociology, (83), 340-363.
Strauss, A.L. & Corbin, J. (1998). Basics of Qualita-
Morgan, G., Frost, P.J. & Pondy, L.R. (1983). Orga- tive Research: Technique and Procedure for Develop-
nizational Symbolism. In L.R. Pondy, P.G. Frost, G. ing Grounded Theory, Thousand Oaks, CA: Sage.
Morgan and T.C. Dandridge (Eds.), Organizational
Symbolism. Greenwich, CT: JAI Press. Suchman, M.C. (1995). Managing legitimacy:
Strategic and institutional approaches. Academy of
Orlikowski, W.J. & Iacono, C.S. (2000). The truth Management Review, 20(3), 571-610.
is not out there: An enacted view of the ‘digital
economy’. In E. Brynjolfsson and B. Kahin (Eds.), Sudman, S., Bradburn, N.M. & Schwarz, N. (1996).
Understanding the Digital Economy: Data, Tools, Thinking About Answers: The Application of Cog-
and Research, Cambridge, MA: MIT Press. nitive Processes to Survey Methodology, SF, CA:
Jossey-Bass.
Parker, C. M. & Castleman, T. (2007) New direc-
tions for research on sme-ebusiness: Insights from Swanson, E.B. & Ramiller, N.C. (1997). The orga-
an analysis of journal articles form 2003-2006. nizing vision in information systems innovation.
Journal of Information Systems and Small Business, Organization Science, 8(5), 458-474.
(1:1-2), pp. 21-40. Synder, M. & Stukas, A. (1999). Interpersonal pro-
Prasad, P. (1993). Symbolic processes in the imple- cesses: The interplay of cognitive, motivational and
mentation of technological change: A symbolic in- behavioral activities in social interaction. Annual
teractionist study of work computerization. Academy Review of Psychology, 50, 273-303.
of Management Journal, 36, 1400-1429. van den Hoonaard, W.C. (1997). Working with
Pfeffer, J. & Salancik, G.R. (1978). The External Sensitizing Concepts: Analytical Field Research,
Control of Organizations: A Resource Dependence Thousand Oaks, CA: Sage.
Perspective, NY: Harper and Row. van Riel, C.B.M. (1997). Research in corporate
Ranganathan, C. & Brown, C. V. (2006). ERP in- communications: An overview of an emerging field.
vestments and the market value of firms: Toward an Management Communication Quarterly, 11(2),
understanding of influential ERP project variables. 340-355.
Information Systems Research, 17(2), 145-161. Wainwright, D., Green, G., Mitchell, E.,&Yarrow,
Saga, V.L. & Zmud, R.W. (1994). The nature and D. (2005), Towards a framework for benchmarking
determinants of IT acceptance, routinization and ICT practice, competence and performance in small
infusion. In L. Levine (Ed.) Diffusion, Transfer and firms, Performance Measurement and Metrics,
Implementation of Information Technology, 67-86. (6:1), 39 – 52.
North Holland: Elsevier Science. Winter, S.J. (1996). The symbolic value of comput-
Schein, E.H. (1985). Organizational Culture and ers: Expanding analyses of organizational comput-
Leadership, San Francisco, CA: Jossey-Bass. ing. In J.W. Beard (Ed), Impression Management
and Information Technology, 21-38. Westport, CT:
Singh, J.V., Tucker, D. & Meinhard, A.G. (1991). Quorum Books.
Institutional change and ecological dynamics. In
W.W. Powell and P.J. DiMaggio (Eds.), The New Winter, S.J., Saunders, C. & Hart, P (2003). Electronic
window dressing? Users’ perceptions of website

is prohibited.


characteristics and web-based organiztional impres- firms be at least 2 years old since they are likely
sions, European Journal of Informations Systems, generating income from sales.
12(4), 309-322. 3
A list of potential customers was developed
Yin, R. K. (1989). Case Study Research: Design and through referrals from SME founders and the
Methods, Beverly Hill, CA: Sage. local telephone book. Many would not know-
ingly support a new firm or were unwilling to
Zimmerman, M.A., & Zeitz, G.J. (2002). Beyond make the time commitment.
survival: Achieving new venture growth by build-
ing legitimacy. Academy of Management Review, 4
Percentages and counts suggest the extent to
27(3), 414-431. which perceptions were shared among the
respondents, but do not represent population
values or an issue’s importance. Quotes provide
a sense of the spirit of the responses.
Endnotes
5
Differences in the percentage of participants
1
The term “corporate image” is widely accepted
mentioning a category could not be tested with
in the marketing literature, but is not meant to
Chi-Square because the relatively small sample
exclude not-for-profit, volunteer, or govern-
sizes and uneven distribution of responses
mental organizations.
yielded a high number of cells with expected
2
Firms were 2 - 5 years old and experienced a values smaller than five. Under these conditions
rapid growth rate (annual sales of at least 25%). Chi-Square values become unstable; Fisher’s
The focus on purchase decisions dictated that Exact test is preferred

Appendix A. Informant Characteristics

New Firm Products/Services Market Scope
Retail Groceries
Seafood Wholesaler Fresh Fish Local
& Restaurants
Manage Exports of Mid-Sized
Wholesale Exporter of Textiles
Manufacturers, mostly to
& Foodstuffs Distributors International
Mexico
Large Computer
Electronic Components Spot Market Broker State
Manufacturers
Skateboard Design/Manufac- Retailers and
Skateboards National
turer Distributors
Fiberglass Manufacturer Custom Auto Parts Consumers Regional
Private Label Accessories Specialty Retail-
Handbags & Belts International
Manufacturer ers
Construction
Electrical Contractor New Construction Wiring Local
Companies
Environmental Engineering Engineering Project Design and
Government State
Contractor Management

continued on following page

is prohibited.


Appendix A. continued
Environmental Clean-up & Large Primary
General Engineering Contractor Local
Construction Contractors
Building Supply Construction Supplies Contractors Local
Consumers,
Packing, Storage and Delivery
Government, Regional
Moving Company Services
Businesses
Medical Lab Renal Testing Clinics National
Doctors &
MRI Lab Radiography Services Local
Patients
Dietary Supplements Whole- Grocery &
Herbal Supplements National
saler Health Stores
Testing, Injection & Medication
Diabetes Supplies Patients National
Materials
Local & Re-
Value-added Networks & Inter-
gional ISPs &
Internet Service Provider net Backbone National
Businesses
Paging Services
Pager Pagers & Services National
Providers
Systems Development & Main- Mid-size Busi-
Systems Integrator Local
tenance nesses
Web Site Development &
Web Consultant Businesses State
Maintenance
Software Development & Hard- Businesses &
Multimedia Applications State
ware Resale Education
Software Consul-
Software Development Groupware National
tants
Hardware Resale, Systems Consumers &
Computer Systems Consulting Development & Support Businesses National
Install & Maintain Info. Mid-size Busi-
Technical Systems Consultant
Systems nesses
Graphic Design & Macintosh
Print & Electronic Graphics Businesses Regional
System Consulting
Landscape Architecture Landscape Designs Developers State
Temporary Agency Temporary Workers Businesses Local
Legal Copying Service Duplication Legal Firms Local
Community Association
Groundskeeping & Maintenance Businesses Local
Manager
Music Dis-
tributors & Film
Music Content Recording Recorded Music National
Producers
Commercial
Film Producer Production Services National
Movie Studios
TV & Web Production Program Production Businesses National
continued on following page

is prohibited.


Appendix A. continued
Non-profit &
Govt. Agencies;
Architecture,
Proposal Development & Pre- Grant Writing; Program Devel- Local
Engineering or
sentation Training opment; Evaluation Research
Construction
Mgmt Firms
Niche Publications (pregnant
Pamphlets & Books Businesses
women and new parents)

Customers Products Market Scope # Vendors
Fresh Flowers & Related
Flowers/Gifts Retailer Consumers National 200-300
Gift Items
Promotional Products Custom Promotional Businesses &
Regional 1000
Distributor Products Resellers
Retail Groceries
Food Import/Export Processed Foods Inter-national 200
& Restaurants
Wireless Services Pro- Paging and Cell Phone Consumers &
National 1000
vider Services Businesses
Supervise Maintenance,
Grounds Keeping & Sup-
Facilities Manager Consumers Local 10-15
plies
Developers
Owners & Public
General Contractor Construction Management National 800-1200
Agencies
Major Oil Cos.&
Engineering, Design, Con-
Environmental Clean-up Firms w/ Under- Southeast
sulting & Contracting 200
Consulting ground Tanks U.S.
Beauty, Spa, Fitness &
Health Spa Consumers Local 50
Nutrition Services
Architectural Plans, Inte-
Architecture/Interior Consumers &
rior Designs & Decoration Local 20-25
Design Designers
Services
Apparel Catalog High-end Apparel Consumers National 100
Bedroom, Bath, Table
Designers &
Linens, Upholstery, Drapes
Custom Linens Consumers Local 1000
& Accessories
Book Exporter Foreign Language Lit. Distributors Inter-national 30-40
Fitness Center Fitness Services Consumers Local 6-10
Management of Residential
Owners & Gen-
& Commercial Framing &
Metal Framing Contractor eral Contractors Local 500
Finishing

is prohibited.


Appendix B: Interview Questions

Customer

A. BACKGROUND

1. Please tell me what business you are in and the types of products and/or services you
provide to your customers.
2. What raw materials or finished products do you purchase? What do you do with them
before they are sold to your customers?
B. SUPPLIERS

3. Can you tell me who are your major suppliers of raw materials or finished products?
4(a) About how many suppliers would you say you use in total? About how many are sole
suppliers of a particular material?
4(b) When you are choosing among suppliers, are there many that offer very similar products
or services?
4(c) Given a choice, would you say that you would prefer to stay with a single supplier or
to spread your orders around to several suppliers?
5(a) On average, how many new suppliers do you use each year? Have you ever added a
new supplier that was also a brand new company perhaps one for which you would
be their first customer? If not, why not? If yes, how did it work out? Are they still an
active supplier?
5(b) When deciding to use any new vendor, about how many meetings or conversations do
you engage in before placing an order? How would this differ if the new vendor is also
a new company and you would be their first customer? Would this depend on the size
of the order and whether you had multiple sources?
5(c) During these conversations, what are you trying to learn about established new ven-
dors? Would this differ from what you would try to learn about a brand new company?
How would this be influenced by the size of the order and whether there were multiple
vendors available?
6(a) What would you say your reputation is among your suppliers?
6(b) Why would you say that?
7(a) When you are contacted by a potential new supplier, what are the factors that you
consider in deciding whether or not to place an order? What’s on your mind when you
are listening to their sales pitch?

For these next questions, I’d like you to think about switching to a new supplier that is a brand
new start-up business maybe approaching you to be one of their very their first customers.

7(b) What are the factors you consider in deciding whether or not to place an order when
the supplier is a new start-up business rather than an established firm?
7(c) When there are several new start-up businesses offering comparable products or services,
what factors would be important in deciding which to use?
7(d) What assurances do you look for from a new venture?
7(e) What does a new venture founder have to say to you so that you are really convinced
that he or she can deliver the promised goods or services?
On time? At cost? According to specifications? Any other factors?

is prohibited.


7(f) How concerned are you about the longevity of a new venture, that is, that it will be
around a couple of years from now? How long would you want a supplier to be around?
How short would be too short?
7(g) What do you have to hear or see from a new venture so that you are really convinced
that it will indeed be around long enough?
7(h) How important is it to you that a new venture review with you ahead of time how they
might handle problems if they arise?
7(i) Do you do any background check on new ventures? If so, what kind?]
7 (j) What can new ventures do or say to give you permission to believe the assurances
they provide to you? What cues can they provide to signal that they can handle your
contract?
7(k) Of the things you’ve mentioned (read list) which do you think is the most important
thing you want to know about a new supplier’s capabilities? What was second most
important? Third? etc.
Of course getting a good deal from your suppliers is important, but there must be more than
one firm that could provide the same type of product or service.
7(l) When you choose among new ventures competing for your business, what little things
do you believe tip the balance in favor of one company over their similar competitors or
your current suppliers? In other words, what little extra do you look for? What factors
would work against a new supplier?
7(m) Given that these were important things for a supplier to show you, how would you
know about them? In other words, what cues would you have to see for a new supplier
to give you permission to believe that their company has this extra edge and should win
the contract? What else would you want to see? Of course, you would want a supplier
to dress appropriately, but I’m sure that it is more than just their smile that allows you
to believe in their company. What is the real key to believing in a new venture? How
would you expect these cues be communicated?

C. ROLE OF TECHNOLOGY

We know that the technology a supplier has performs many important business-related func-
tions. However, lots of things that we interact with are functional, but also act as symbols. For
example, a Ferrari and a Honda Civic both provide transportation. You can get from point A to
point B in either one, but doing it in a Ferrari symbolizes wealth and a certain style. Designer
clothing keeps us warm, but also acts as a symbol.

8(a) Do you think that a supplier’s technological capabilities helps convince you to choose
them over their equally qualified competitors? Does it help you to believe that a new
venture is better than its competitors? Why do you say that? What would you think
of a new supplier if its representative talked a lot about technology-related subjects in
their sales pitch?
8(b) What do you know or assume about a new suppliers’ technological capabilities? How
do you know about it? Did they provide any cues? If not, why not? What would it have
meant to you if the supplier had highlighted their technological capabilities?
9(a) In your opinion, what is the difference between a Mac user and an IBM user?
9(b) In your opinion, what is the difference between a company that has ________ and one
that does not? Cell phones, Pagers, Voice mail, E-mail. Do your suppliers give you their
cell phone #, pager #, voicemail access, or e-mail address? Why do they do this? What

is prohibited.


would it mean to you if you did not get this information?
9(c) How important is it to you that the new venture have the ability to check things like
inventory, order status, and prices immediately (on a laptop or palm top), or is it okay
to get back to you later about this (within an hour or two)? How would your impression
differ if they checked paper files versus doing it on a laptop or palm?
9(d) In your opinion, what is the difference between a company that uses Kinko’s to send
and receive faxes and one that has its own private fax? Do you send faxes from a private
number? What would it mean to you if you received a fax from a potential supplier
and saw that it was sent from, say, Kinko’s instead of a private fax #? Would it mean
different things for different suppliers? Why?
9(e) In your opinion, what is the difference between a company that has a Web page and
one that does not? Do your suppliers have Web page addresses? What would it mean
to you if you did not receive a Web page address from a supplier?
9(f) Would you consider contacting a potential supplier based solely on its Web page? Why
do you say that?
9(g) What would you think if you called this supplier early in the day planning to leave a
message that they would get at the start of business, but instead woke up the company’s
sole employee because the business was run out of his private home? Why do you say
that?
10. I’m going to read you a list of technologies that may perform important functions that
allow your suppliers to provide excellent products or services. Over and above their
functional use, these items may also provide cues that would give you permission to
believe that a supplier has the qualities that would be required to provide a better product
or service than their competitors. For each one, please tell me if you would expect a
supplier to have it, if it could act as a cue to allow you to believe in their abilities, and,
finally, if you would just assume that they had it, or if you would ask your suppliers
about them or hear about them during the marketing or sales pitch: Cellular Phones
for Work, Pagers/Beepers for Work, Voice Mail, Answering Machine, Fax Machines,
Photocopiers, Color Copier, Personal Computers, Laptop Computers, Palmtop Comput-
ers, Data/Graphics Scanners, Graphics Capabilities, Desktop Publishing, Modem, Fax
Modem, Modem Links to Clients, Ability to e-mail clients, Internal e-mail, Connections
to Internet, Presence on Internet (Web Page), Intranet, Electronic Data Interchange,
Database Systems, Groupware (e.g., Lotus Notes), Workflow Software, Wireless Data
Communications, Machines for Manufacture of Products or Services [ASK RESPON-
DENT TO DESCRIBE]
11. What technologies do you believe your suppliers ought to have, that is, the minimum
items you believe are necessary to serve you?
12(a) Thinking about all the technology your suppliers have, are there any specific pieces
that you believe are essentially standard in your industry, that is, having them helps
suppliers achieve parity with their competitors? Which ones?
12(b)How do suppliers know that these are the standard choices?
12(c)Do any of your suppliers have exceptional technological capabilities? What are these
capabilities and do they allow this supplier to serve you better?
13. Again, thinking about all the technology your suppliers have, are there any specific items
that you believe would give them a distinct advantage versus their competitors?
Which ones? Why do you say that?
14(a)If you were planning to start a new venture to supply your current employer, what
pieces of technology would you insist on having? Why?

is prohibited.


14(b)Would you tell your customers about these pieces? Why do you say that?
15. If you were teaching a class of students who were thinking about starting a new busi-
ness supplying companies in your industry, what would you tell them about how to use
technology as a selling point with their potential customers?
16. By now you have a pretty good sense of what we’re trying to study. Is there anything
you think we should have talked about that we haven’t asked?
17. Is there anything else we should know about your business or about your suppliers?

Founder

A. BACKGROUND

To start, I’d like to get familiar with your business and your customer base.

1. Please tell me about the products and/or services you provide to your customers.
2. Who are your customers?
3. Who would you say are your serious competitors? How similar are their products and
services to yours?
4(a) What would you say your reputation is among your customers?
4(b) Why would you say that?

B. EARLY SALES

For the next few questions, please think about when you first started your business.

5. When you were preparing to contact your first potential customers, what were the things
that you worried about? What did you want to accomplish?
6. Who were your earliest customers
7. Did you have competitors who offered a product or service that was quite similar to
yours? Who were these competitors?
8(a).For the very first sales you made or were trying to make in those early days, could you
walk me through your sales pitch?
8(b) What would you say were the most important things your early customers wanted to
know about you and your company’s capabilities?
8(c) Of the things you’ve mentioned (read list) which do you think was the most important
thing your customer wanted to know about you and your company’s capabilities? What
was second most important? Third? etc.

Of course getting a good deal was important for your customers, but there must have been
other firms that could provide the same type of product or service.

8(d) When your first customers were deciding who to buy from, what little things do you
believe tipped the balance in favor of your company over similar competitors or over
their current suppliers? In other words, what little extra did you provide? What factors
do you believe worked against you?
8(e) Given that these were important things to show your customers, how did your customer
know about them? In other words, what gave your customer permission to believe that
your company has this extra edge? What cues did you provide to allow them to believe

is prohibited.


that you or your company possessed these qualities? What else did you do? You made
sure to dress right, didn’t you? But I’m sure that it was more than just your smile that
allowed them to believe in your company. What was the real key to convincing your
customers?

C. ROLE OF TECHNOLOGY

We know that the technology you have performs many important business-related functions.
However, lots of things that we interact with are functional, but also act as symbols. For example,
a Ferrari and a Honda Civic both provide transportation. You can get from point A to point B
in either one, but doing it in a Ferrari symbolizes wealth and a certain style. Designer clothing
keeps us warm, but also acts as a symbol.

9(a) Do you think that your technological capabilities helped convince your customers to
choose you over your equally qualified competitors? Did it help your customer to believe
that your company was better than your competitors? Why do you say that? Did you
avoid any technology-related subjects in your sales pitch so that clients would not get
the wrong impression of you or of your firm?
9(b) What do you think your customers knew or assumed about your technological capa-
bilities as you made your sales pitch? How did they know about it? Did you provide
any cues? If not, why not? What would it have meant to your customer if you had
highlighted your technology?
10(a) In your opinion, what is the difference between a Mac user and an IBM user?
10(b) In your opinion, what is the difference between a company that has _________ and
one that does not? Cell phones, Pagers, Voice mail, E-mail. Do you give your
customers your cell phone #, e-mail address, voicemail #, or pager #? Why do you do
this?

What would it mean to them if they did not get this information?

10(c)In your opinion, what is the difference between a company that uses Kinko’s to send
and receive faxes and one that has its own private fax? Do you send faxes from a pri-
vate number? What would it mean to your customers if they received a fax from you
and saw that it was sent from, say, Kinko’s instead of a private fax #? Would it mean
different things to different customers? Why?
10(d) In your opinion, what is the difference between a company that has a Web page and one
that does not? Do you give prospective customers your Web page address? What would
it mean to your customers if they did not receive a Web page address from you?
11. I’m going to read you a list of technologies that may perform important functions that
allow your suppliers to provide excellent products or services. Over and above their
functional use, these items may also provide cues that would give you permission to
believe that a supplier has the qualities that would be required to provide a better product
or service than their competitors. For each one, please tell me if you would expect a
supplier to have it, if it could act as a cue to allow you to believe in their abilities, and,
finally, if you would just assume that they had it, or if you would ask your suppliers
about them or hear about them during the marketing or sales pitch. Cellular Phones
for Work, Pagers/Beepers for Work, Voice Mail, Answering Machine, Fax Machines,
Photocopiers, Color Copier, Personal Computers, Laptop Computers, Palmtop Comput-

is prohibited.


ers, Data/Graphics Scanners, Graphics Capabilities, Desktop Publishing, Modem, Fax
Modem, Modem Links to Clients, Ability to e-mail clients, Internal e-mail, Connections
to Internet, Presence on Internet (Web Page), Intranet, Electronic Data Interchange,
Database Systems, Groupware (e.g., Lotus Notes), Workflow Software, Wireless Data
Communications, Machines for Manufacture of Products or Services [ASK RESPON-
DENT TO DESCRIBE]
12. What technologies do you believe your customers expect you to have, that is, the mini-
mum items they believe necessary to service them?
13(a) Thinking about all the technology you have, are there any specific pieces that you
believe are essentially standard in your industry, that is, having them helps you achieve
parity with your competitors? Which ones?
13(b) When you purchased these items, was your choice pretty much the standard in your
industry or did you choose them for other reasons?
13(c) How did you know that these were the standard choices
13(d) [FOR THOSE THAT WERE CHOSEN FOR OTHER REASONS:] Please explain
how you chose this /these.
13(e) Do you think there was a carryover from your former company or job in terms of the
technology you chose or not?
14. Again, thinking about all the technology you have, are there any specific items that
believe give you a distinct advantage versus your competitors? Which ones? Why do
you say that?
15(a) If you were starting this business today, what pieces of technology would you insist
on having? Why?
15(b) Would you tell your customers about these pieces? Why do you say that?
16. If you were teaching a class of students who were thinking about starting a new business
in your industry, what would you tell them about how to use technology as a selling
point with their potential customers?
17. By now you have a pretty good sense of what we’re trying to study. Is there anything
you think we should have talked about that we haven’t asked you about?
18. Is there anything else we should know about your business?
19. In order to get a complete picture of the challenges facing new companies, I would
like to get the customer perspective on these issues. Do you know of any buyers who
may be willing to talk with me about the factors they consider when choosing a new
supplier?

Susan J. Winter is a visiting associate professor of management information systems at Portland State
University. She received her PhD from the University of Arizona, her MA from Claremont Graduate
University and her BS from the University of California at Berkeley. Her work investigates the interplay
between information technology, individuals and the social environment. Recent research interests in-
clude the symbolic aspects of ICT, its impact on employees and the organization of work. Dr. Winter has
published papers in such journals as Information Systems Research, the European Journal of Information
Systems, Information and Management, and the Journal of Business Ethics, and contributed chapters to
scholarly books.

is prohibited.


Connie Marie Gaglio is an associate professor of management and co-director of the Ohrenschall Center
for Entrepreneurship at San Francisco State University. She received her PhD from the University of
Chicago, her BA from SUNY-Brockport and has over 18 years of business experience in marketing and
marketing research for startup companies, Fortune 500 companies and her own businesses. Her research
in entrepreneurship includes entrepreneurial decision making, how new firms gain legitimacy, the role of
the entrepreneur in economic theory, marketing strategies and tactics for new firms, and the impact of
entrepreneurial education on a firm’s success.

Hari K. Rajagopalan is an assistant professor of management at Francis Marion University. He received
his PhD and MS from the University of North Carolina at Charlotte, his BE from Guindy, Anna University,
Madras India, and his MBA from Delhi University, Delhi, India. Previously he worked in the IT industry
in research and development of Web-enabled ERP products. Dr. Rajagopalan’s research interests include
complex adaptive systems, meta-heuristic search methods, pricing of digital goods and location of emergency
medical systems. He has published papers in European Journal of Operational Research, Computers and
Operations Research, and Decision Support Systems.

is prohibited.

Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.

The value of information systems to small and medium sized enterprisest

More Related Content

What's hot (19)

Viewers also liked (20)

Similar to The value of information systems to small and medium sized enterprisest (20)

More from Hari Rajagopalan (6)

The value of information systems to small and medium sized enterprisest