The aim of this article was to provide evidence pertaining to cloud computing (CC) adoption in education, namely higher education institutions (HEIs) or Universities. A systematic literature review (SLR) of empirical studies exploring the current CC adoption levels in HEIs and the benefits and challenges for using CC in HEIs was performed. A total of 20 papers were included in the SLR. It was discovered that a number of universities have a keen interest in using CC in their institution, and the evidence indicates a high level of successful CC adoption in the HEIs reviewed in the SLR. In conclusion, the SLR identified a clear literature gap in this research area: there exists limited empirical studies focusing on CC utilisation in HEIs.

Purpose: The purpose of this paper is to answer two research questions: what are the ERP resources and organizational complementary resources (OCRs) required to achieve each group of benefits? And on the basis of its resources, when should an organization invest more in ERP resources and/or OCRs so that the potential value of its ERP is realised?Design/methodology/approach: Studying 12 organizations in different countries and validating the results with 8 consultants.Findings: ERP benefits realization capability framework is developed; it shows that each group of benefits requires ERP resources (classified into features, attached technologies and information technology department competences) and OCRs (classified into practices, attitudes, culture, skills and organizational characteristics) and that leaping ahead to gain innovation benefits before being mature enough in realising a firm’s planning and automation capabilities could be a waste of time and effort.Research limitations/implications: It is qualitative study. It needs to be backed by quantitative studies to test the results.Practical implications: Although the “P” in ERP stands for planning, many academics and practitioners still believe that ERP applies to automation only. This research spotlights that the ability to invest in ERP can increase the innovation and planning capabilities of the organization only if it is extended and grown at the right time and if it is supported by OCRs. It is not cost effective to push an organization to achieve all the benefits at the same time; rather, it is clear that an organization would not be able to enjoy a higher level of benefits until it achieves a significant number of lower-level benefits. Thus, investing in higher-level benefit assets directly after an ERP implementation, when there are no organizational capabilities available to use these assets, could be inefficient. Moreover, it could be stressful to users when they see plenty of new ERP resources without the ability to use them. Although it could be of slight benefit to introduce, for example, business intelligence to employees in the “stabilizing period” (Badewiet al., 2013), from the financial perspective, it is a waste of money since the benefits would not be realised as expected. Therefore, orchestrating ERP assets with the development of organizational capabilities is important for achieving the greatest effectiveness and efficiency of the resources available to the organization. This research can be used as a benchmark for designing the various blueprints required to achieve different groups of benefits from ERP investments.Originality/value: This research addresses two novel questions:RQ1: what are the ERP resources and OCRs required to achieve the different kinds of ERP benefits?RQ2: when, and on what basis, should an organization deploy more resources to leverage the ERP business value?

Mobile financial services is one of the uprising movements to bank the unbanked by integrating philanthropic and business approaches for financial inclusion. In this chapter, the authors address how a systemic view helps integrate the Philanthropic Initiatives (PI) and the Commercial Initiatives (CI) to get a sustainable impact on the unbanked micro-entrepreneurs. However, each approach has pros and cons as they go along the stages of design, deployment, and sustainability. Using the soft system thinking, the authors theorise the Base of the Pyramid (BoP) as a business system to mix-up the relatively high start-up capabilities of the PI with the relatively sustainable impact of CI. The mobile money case shows that donors, local private enterprises, and multinational corporations follow the BoP strategy to develop an online grid that offers a reconciled balanced scorecard for economic returns, social benefits, and local impact. Such a strategy guarantees flexible, long-term investments and facilitates developing innovative financial services.

Purpose : This research explored the factors prompting the diffusion of predictive analytics (PA) in international e-fashion companies. A typology of motives, advantages, and diffusion challenges was provided, and recommendations on overcoming them were suggested to PA executives. Methodology : Based on integrating the technology – organization – environment (TOE) perspectives into the steps of diffusion of innovation (DOI) theory, a new systemic framework was developed to explain the process of diffusing PA in e-fashion and to help design interactive, innovative marketing strategies that enhanced the customer experience in such an international e-commerce industry. This study adopted an interpretative approach by conducting 20 semi-structured interviews with e-commerce analytics leaders in the top 10 fashion companies between 2020 and the end of 2024. Findings : The findings referred to a range of motives based on intention to use, market niche, and informational, transactional, and transformational values provided by the companies. The challenges emphasized by the participants were complexity, organizational readiness, compatibility, management support, observability, privacy and security, external support, trialability, competitive pressure, and government regulations. Practical Implications : The study offered guidelines for PAs on how to set the right questions, frame their dataset, and set the right interactive, innovative strategy for customers. Originality : A dynamic framework of PA diffusion was provided to reflect the “Linear vs. Cyclical Process,” “Static Factors vs. Dynamic Processes,” “Inclusion of Post-Adoption Benefits,” “Nuanced Understanding of Management Support,” and “Specification of Key Challenges and Pathways.”