| Summary: | This treatise investigates how information technology (I.T.) enables growth in a family business (the firm) in Port Elizabeth. The firm operates in the mobile telecommunications sector. The objective of the study is to gain a deeper understanding on why family businesses adopt information technology in their firm by means of a case study. The firm found its technology (or lack thereof) completely out-dated compared to the competition and customer demands. The future of the firm was in jeopardy. The study starts with a literature review of the following three topics which form part of the scope of the research: 1. Family businesses; 2. Influence of I.T. as a driver of growth in business; and 3. An introduction into the mobile telecommunications industry. Data are collected through structured interviews with family members involved in the business. The data are consequently linked to the theory and provides insight as to what the drivers are for I.T. adoption and the required core competencies or critical success factors of the firm. Although it might seem trivial for a small family business to adopt information technology, the research concludes that I.T. is critical for continuous growth and survival of this family business. Conversely due to a lack of internal skills the firm is heavily reliant upon outside consultants for advice, implementation and support. Recommendations which are of particular interest to family businesses in a similar environment are: • Embrace technology early, utilise I.T. solutions to grow and enhance current competitive advantage, do not see I.T. as a competitive advantage alone (Pavlou & Sawy, 2006); • If information expertise is not present within the company it is advisable to invest in that expertise through recruitment, training, partnership, or outsourcing; • Ensure software meets specification / is effective enough – this can be achieved by frequent releases cycles with small changes instead of infrequent release cycles with many big changes; • Engage the consultants in a partnership by i.e. providing a profit share – this will ensure that the consultants are committed to the cause and will also ensure that their involvement is also in their own best interest; • Choose local consultants who are easily accessible – build relationships and focus on trust; • Create lock-in (Amit & Zott, 2001), provide tools free-ofcharge for customers, this will make switching to competitor more difficult; • Automate as much as possible, enable standard work practices, routinize; • Be ready to adjust the organisational structure or relinquish control (Bruquea & Moyanob, 2007)
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