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Cloud computing is gaining increasing interest as an enabling technology for improved productivity, efficiency and cost reduction. It also has the potential to add value to reliability and scalability of organisation’s systems, which would allow organisations to better focus on their core business and strategies. This research paper aimed at exploring the perceived potential for value creation from cloud computing in Australian Regional Governments. Using the Technology-Organization-Environment (TOE) framework, the Diffusion of Innovation (DOI) theory and Desires Framework (DF), a conceptual research model is devised. The key identified factors that are likely to influence adoption of cloud computing are identified along with the implications to current policies, anticipated benefits and challenges of adoption of cloud computing. The research employed a qualitative approach involving 21 in-depth interviews with Australian local councils’ IT managers. The findings of this research are mapped to the research model factors, thereby presenting and validating a number of value-adding concepts that are expected to contribute to investment decisions on cloud computing adoption. [ABSTRACT FROM AUTHOR]

While the development of customer relationship management (CRM) started in the developed west, it has rapidly spread to developing countries. However, the way organisations adopt CRM in developing countries, and more specifically in the Arab world, might be different and the context certainly differs. There is a shortage of rigorous studies that examine the drivers of CRM adoption in this context. In this study, we examine the antecedents of CRM adoption in the Jordanian service sector. The conceptual framework of this research is tested using a crosssectional survey of more than 322 practitioners. Using structural equation modelling analysis, results specify six underlying factors that explain CRM adoption: segmentation analysis, clear direction and objectives, performance measurement, rewarding usage, managing project changes, and knowledge management. Each area has implications for improving practices and maximising the benefits of adopting the process or management practice of CRM. This paper identifies key practices to provide useful guidelines for organisations in the Arab world making plans to adopt CRM, with broader implications for the adoption of many systems and projects there and for CRM deployment in developed regions. [ABSTRACT FROM AUTHOR]