Table 3. Summary of challenges in...

Table 3.

Summary of challenges in adopting BC and BCT

Type of challenge	Challenge	Description	Source(s)
Technological
	Data security	BCs may pose data security risks and be vulnerable to cyberattacks	Patel et al. (2017) and Wang et al. (2019b)
	Performance and scalability	BCT is in its early development and considered to be immature in terms of scalability and capacity to process large volumes of transactions	Croman et al. (2016) and Yli-Huumo et al. (2016)
	Incompatibility and/or lack of interoperability	The incompatibility and/or lack of interoperability between BCs can restrict the scalability and use of BCT	Collomb and Sok (2016), Ganne (2018), Wang et al. (2017), Prasad et al. (2018) and Ghode et al. (2020b)
	High energy needs	A high level of energy is required to operate a BC network	Ganne (2018)
Governance or organisational
	Lack of relevant expertise and incumbency	Technical expertise, knowledge or understanding of business models and best practices in successfully implementing BCT may be lacking	Mougayarm (2016)
	Organisational culture	Replacing or adapting current IT solutions may face resistance from management and affect organisational culture. Resistant attitudes towards adopting BCT amongst collaborating organisations can be problematic	Wang et al. (2017, 2019a) and Ghode et al. (2020a, 2020b)
	Institutional actors	Institutional actors such as banks may regard BCs as a threat to their revenue streams	Michelman (2017) and Zhao et al. (2016)
	Trust and corporate secrets	Some organisations are unwilling to disseminate their secret business information on BC platforms. Developing inter-organisational trust is, thus, a major challenge	Kembro et al. (2014), Prasad et al. (2018) and Ghode et al. (2020a, 2020b)
	Privacy	Organisations may fear potential privacy leaks due to a lack of information about the built-in privacy-sensitive designs of BCs. Privacy-related concerns can pose implications for governance	Krombholz et al. (2017), Biswas and Gupta (2019) and Ghode et al. (2020a)
	Immutability	BC is vulnerable to contingent errors, conflicts of interest, corruption and malicious attacks	Boucher et al. (2017) and Ghode et al. (2020a, 2020b)
Operational
	Lack of resources in the company	Adopting BCT requires financial, human and logistical resources	Mougayarm (2016)
	Lack of convincing applications of BC	Successful commercial implementations of BC-based solutions have been few	Queiroz et al. (2019) and Sternberg et al. (2020)
	Complexity of operating environment	Complex operating environments hinder the smooth implementation of BCT in SC processes	Casey and Wong (2017)
Legal
	Unclear policies and regulations	Contradiction and a lack of clarity characterise policies by different governments	Mougayarm (2016), Ghode et al. (2020b)
	Unclear taxation rules	Taxation rules for BC-enabled transactions are unclear	Akins et al. (2015)
	Issues regarding the compulsory dimensions of IT governance	Challenges regarding different dimensions of IT governance such as decision rights, accountability and incentives persisted	Beck et al. (2018)

Type of challenge	Challenge	Description	Source(s)
Technological
	Data security	BCs may pose data security risks and be vulnerable to cyberattacks	Patel et al. (2017) and Wang et al. (2019b)
	Performance and scalability	BCT is in its early development and considered to be immature in terms of scalability and capacity to process large volumes of transactions	Croman et al. (2016) and Yli-Huumo et al. (2016)
	Incompatibility and/or lack of interoperability	The incompatibility and/or lack of interoperability between BCs can restrict the scalability and use of BCT	Collomb and Sok (2016), Ganne (2018), Wang et al. (2017), Prasad et al. (2018) and Ghode et al. (2020b)
	High energy needs	A high level of energy is required to operate a BC network	Ganne (2018)
Governance or organisational
	Lack of relevant expertise and incumbency	Technical expertise, knowledge or understanding of business models and best practices in successfully implementing BCT may be lacking	Mougayarm (2016)
	Organisational culture	Replacing or adapting current IT solutions may face resistance from management and affect organisational culture. Resistant attitudes towards adopting BCT amongst collaborating organisations can be problematic	Wang et al. (2017, 2019a) and Ghode et al. (2020a, 2020b)
	Institutional actors	Institutional actors such as banks may regard BCs as a threat to their revenue streams	Michelman (2017) and Zhao et al. (2016)
	Trust and corporate secrets	Some organisations are unwilling to disseminate their secret business information on BC platforms. Developing inter-organisational trust is, thus, a major challenge	Kembro et al. (2014), Prasad et al. (2018) and Ghode et al. (2020a, 2020b)
	Privacy	Organisations may fear potential privacy leaks due to a lack of information about the built-in privacy-sensitive designs of BCs. Privacy-related concerns can pose implications for governance	Krombholz et al. (2017), Biswas and Gupta (2019) and Ghode et al. (2020a)
	Immutability	BC is vulnerable to contingent errors, conflicts of interest, corruption and malicious attacks	Boucher et al. (2017) and Ghode et al. (2020a, 2020b)
Operational
	Lack of resources in the company	Adopting BCT requires financial, human and logistical resources	Mougayarm (2016)
	Lack of convincing applications of BC	Successful commercial implementations of BC-based solutions have been few	Queiroz et al. (2019) and Sternberg et al. (2020)
	Complexity of operating environment	Complex operating environments hinder the smooth implementation of BCT in SC processes	Casey and Wong (2017)
Legal
	Unclear policies and regulations	Contradiction and a lack of clarity characterise policies by different governments	Mougayarm (2016), Ghode et al. (2020b)
	Unclear taxation rules	Taxation rules for BC-enabled transactions are unclear	Akins et al. (2015)
	Issues regarding the compulsory dimensions of IT governance	Challenges regarding different dimensions of IT governance such as decision rights, accountability and incentives persisted	Beck et al. (2018)

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