A Conceptual Model of Factors Affecting E-Commerce Adoption by SME Owner/managers in Jordan

Int. J. Business Information Systems, Vol. 21, No.
3, 2016 269
A conceptual model of factors affecting e-commerce

adoption by SME owner/managers in Jordan
Mohammad Kasem Alrousan*

Department of Electronic Business and Commerce,
Faculty of Administrative and Financial Sciences,
Amman Al Ahliyaa University,
P.O. Box (19328), Amman, Jordan
Email: m.alrousan@ammanu.edu.jo
*Corresponding author
Eleri Jones
Cardiff School of Management,
Cardiff Metropolitan University,
200 Western Avenue, Cardiff, Cf5 2yb, UK
Email: ejones@cardiffmet.ac.uk
Abstract: Since the internet revolution, internet usage in business environment

(e-commerce) has changed the way of doing business in SMEs. It is
well known that e-commerce is essential for SMEs in enhancing their
competitiveness, productivity, enlarge market and cost reduction. However,
Jordan is facing slow adoption of e-commerce by SMEs. This paper reviews
the strengths and weaknesses of the major models and theories relevant to
technology adoption: technology acceptance model, theory of reasoned action,
technology-organisation environment, diffusion of innovation and Hofstede’s
cultural dimensions. Also, the literature review shows the most common
sequences in level of e-commerce adoption in SMEs: Rao model; Daniel
model; Rayport and Jaworski model; Lefebvrea et al. model and leadership
typologies. On the bases of these theories and models, a conceptual framework
for SMEs’ e-commerce adoption level in Jordan is suggested. This conceptual
framework can be tested empirically for SMEs in Jordan as well as other Arab
countries.
Keywords: e-commerce; SMEs; adoption; technology acceptance model;

TAM; theory of reasoned action model; diffusion of innovation model;
Hofstede; e-commerce levels; technology-organisation-environment model.
Reference to this paper should be made as follows: Alrousan, M.K. and

Jones, E. (2016) ‘A conceptual model of factors affecting e-commerce adoption
by SME owner/managers in Jordan’, Int. J. Business Information Systems,
Vol. 21, No. 3, pp.269–308.
Biographical notes: Mohammad Kasem Alrousan is currently a PhD student at

the School of Management, Cardiff Metropolitan University. He received
his MSc in Information Systems from the University of Huddersfield. He was a
Senior Lecturer at the Department of Computer Science at Irbid National
University, Jordan. His research interests are in technological innovation and
e-commerce strategy in small and medium businesses.
Copyright © 2016 Inderscience Enterprises Ltd.

270 M.K. Alrousan and E. Jones
Eleri Jones is the Associate Dean (Research) in Cardiff School of Management.

Her research interests relate to destination development and skills issues,
especially ICT-related skills issues and the role of small businesses in
destination development. She has supervised around 70 doctoral candidates to
completion, particularly from the Middle East (Egypt, Oman, Saudi Arabia,
UAE, Libya) and Sub-Saharan Africa (Kenya and Ghana). She has managed an
extensive portfolio of European projects and is the Director of the Capital
Region Tourism (the regional tourism partnership for South-East Wales and a
trustee of Churches Tourism Network Wales).
1 Introduction
Small and medium-size enterprises (SMEs) are important contributors to economic

performance in both developed and developing countries; they play a crucial role in
economic growth nationally and internationally. This contribution involves creating new
jobs, increasing international trade and income distribution, and makes a significant
contribution to GDP (Seyal et al., 2000; Bao and Sun, 2011). In most OECD countries,
SMEs make around 95% of the total number of enterprises (OECD, 2005). Despite those
benefits, SMEs face many challenges that prevent them from growing and positively
contributing to economic development. The main common challenges are: lack of
finance; low human resource capacity; low technological resources; lack of awareness of
the importance of public and private partnerships (OECD, 2005; Hussain et al., 2010).
Like many other developing countries, SMEs in Jordan contribute about 97% of all
business activities, 50% of GDP and 45% of exports earnings .They also represent 60%
of the private workforce and offer about 70% of new job opportunities, according to
OECD (Oxford Business Group, 2012).
The technological revolution and the internet have afforded many opportunities to
SMEs. They allow SMEs to expand their business into global markets, increase
competitive advantage, improve customer services, increase productivity, increase sales,
create new business and decrease operational costs (Al-Qirim, 2003; Premkumar, 2003;
Ashrafi and Murtaza, 2008; Apulu and Latham, 2011; Ghobakhloo et al., 2011; Lacka
et al., 2014; Oluyinka et al., 2013). Moreover, the internet offers SMEs a unique
opportunity to engage international companies (Poorangi et al., 2013). However,
e-commerce adoption in SMEs in developing countries is very slow compared to
developed countries due to many barriers, such as IT infrastructure, level of economical,
cultural, legal, social, IT skills among people, and postal infrastructure factors
(Farhoomand et al., 2000; Zaied, 2012; Lacka et al., 2014).
E-commerce adoption in SMEs has been widely explored by many
researchers using numerous accepted theories and models, such as: the
technology-organisation-environment (TOE) model; the technology acceptance model
(TAM); the diffusion of innovation (DoI) theory. However, there are few studies on SME
owners/managers as the subjects of such studies. Subjects have mostly been IT managers
with computer literacy and technological awareness (Hashim, 2007). Spencer et al.
(2012) investigated the factors influencing the decision to adopt technology by travel
A conceptual model of factors affecting e-commerce adoption by SME 271
agents in Jamaica. They found that leadership and personal interest by owners/mangers
were the most significant factors in technology adoption. They also found that technology
adoption levels were significantly related to owners/manager’s attitudes towards
technology. Therefore, it is very important to understand the factors that affect the
decisions of owners/managers towards e-commerce adoption, as decision making in
SMEs is directly or indirectly dominated by them (Sarut and Nicholas, 2005; To and
Ngai, 2007).
Few studies have focused on e-commerce adoption in SMEs in developing countries,
particularly in Arab Nations. Jordan is chosen here as a case study of a developing
countries and an Arab Nation, because it offers a representative model among Arab
countries of the factors affecting e-commerce adoption by SMEs, such as those in the
tourism industry; finance industry; and insurance industry, and the findings can be
applied to other Arab nations (Abbad et al., 2011).
Therefore, the aim of this study is to address the limitations of e-commerce adoption
and critically assess the theories and models followed in e-commerce adoption. This is to
be done through developing a comprehensive framework explaining the significant
factors of e-commerce adoption level among owners/managers in SMEs.
2 Theoretical background
E-commerce adoption has been investigated by many researchers using many theories
and models relevant to information systems research. The most common theories are the
TAM (Davis, 1989), TOE (Tornatzky and Fleischer, 1990), DoIs (Rogers, 1995), theory
of reasoned action (TRA) (Fishbein and Azjen, 1975) and Hofstede’s cultural dimension
theory (Hofstede, 1984). In addition, many researchers have investigated and described
these levels, which start from non-adoption and reach the advanced technology/
e-commerce adoption level. The most prominent models of e-commerce adoption levels
are: the Rao model (Rao et al., 2003), the Daniel model (Daniel et al., 2002), the
PriceWaterhouseCoopers model (PriceWaterhouseCoopers, 1999), the Rayport and
Jaworski model (Rayport and Jaworski, 2002), and the Lefebvrea et al. model (Lefebvrea
et al., 2005).
2.1 Technology acceptance model

The TAM was developed by Davis (1989) to predict and determine factors of technology
acceptance among users. This model is one of the most widely-accepted models and has
been used to explain technology adoption behaviour by individuals (Chiemeke and
Evwiekpaefe, 2011; Chen and Chen, 2011; Chuttur, 2009; Marchewka et al., 2007). TAM
is originally based on the TRA by Fishbein and Azjen (1975) who formulated this theory
to explain individuals’ behaviours which are determined by behavioural intention. In
turn, behavioural intention is determined by attitude towards behaviour and subjective
norms as shown in Figure 1.
Figure 1 TRA by Fishbein and Ajzen (1975)
Davis (1989) refined the TRA model by including two constructs: perceived usefulness
(PU) and perceived ease of use (PEOU) and excluding subjective norms because it has a
minor effect in relation to technology adoption as shown in Figure 2.
Figure 2 TAM by Davis (1989)
According to TAM (as shown in Figure 2) the actual use of a system is determined by
behaviour intention, which is a function of attitude toward use and PU. Finally, attitude
toward use is determined by PU and PEOU. These two constructs are considered most
important in explaining technology acceptance. Davis (1989, p.985) defined PU as: “the
prospective user’s subjective probability that using a specific application system will
increase his or her job performance within an organizational context” and PEOU as: “the
degree to which the prospective user expects the target system to be free of effort”.
The original TAM model is robust and well established and has been extended by
several studies focusing particularly on antecedents of the constructs of PU and PEOU
(Morris and Venkatesh, 2000; McKechnie et al., 2006; Chuttur, 2009). For example,
TAM does not consider the role of social factors affecting the adoption of technology
usage. Therefore, Venkatesh and Davis (2000) upgraded TAM to TAM2 by adding
subjective norms, image, job relevance, output quality and result demonstrability as
antecedents of the PU construct as shown in Figure 3.
Figure 3 TAM2
Source: Venkatesh and Davis (2000)
Figure 4 TAM3
Source: Venkatesh and Bala (2008)

TAM is being continually expanded and modified to ensure its efficiency. For example,
Venkatesh and Bala (2008) expanded TAM2 to TAM3 (see Figure 4) by adding
antecedent variables to the PEOU construct. These antecedent variables to PEOU are
divided into two groups: anchors and adjustment. Anchors include: computer
self-efficacy, perception of external control, computer anxiety, and computer Playfulness.
These variables are determined by the degree of individual beliefs toward computer
usage. The second group which is called adjustment includes: perceived enjoyment and
objective usability which reflect on a user’s beliefs of a systems’ usability as shown in
Figure 4.
Other studies have modified the original TAM by adding constructs to the model in
order to have the best explanation of technology acceptance among users (Al-Gahtani and
King, 1999; Chooprayoon et al., 2007; Khushman et al., 2009; Lim and Baharudin,
2013). For example, Khushman et al. (2009) included website quality and cultural
variables in addition to the PU and ease of use of the original TAM (see Figure 5). They
found that the modified model was effective with regard to user acceptance of e-business
websites.
Figure 5 Culturally sensitive technology acceptance model (CTAM)
Source: Kushman et al. (2009)

However, many studies have criticised TAM for its reliance on only two constructs (PU
and PEOU) to identify the acceptance of technology, which is considered insufficient to
measure the acceptance of technology by users and needs to be more comprehensive and
have additional variables (Lee et al., 2003; Park et al., 2007). According to Chooprayoon
et al. (2007, p.33): “combining TAM with other theoretical models is more useful for
investigating technological acceptance by users”. Therefore, TAM has been integrated
with other theories and models to explain technology adoption in organisations.
Examples of such integration are afforded by Taylor and Todd (1995), Riemenschneider
et al. (2003), Grandon and Pearson (2004), Lopez-Nicolas et al. (2008), Awa et al.
(2010), and Azam and Quaddus (2013). With respect to e-commerce adoption, Awa et al.
(2010) combined TAM with the TEO model to examine the uptake of e-commerce by
SMEs. They found that the combined constructs of the two models proved to be more
comprehensive in identifying, explaining and predicting behavioural intentions to use
e-commerce application in SMEs. Also, Azam and Quaddus (2013) combined TAM
antecedents with Hofstede’s cultural dimensions to examine the influence of culture on
the adoption decision and use of ICT by SMEs in Bangladesh. They found that the
combined model is valid and provided a more holistic picture of the factors that affect
e-commerce adoption in SMEs. However, TAM and TPB have been shown to be only
suitable for identifying technology adoption at an individual level and are not effective at
firm level. This goes to DoI theory proposed by Rogers (1995, p.5) who defined
innovation as: “an idea, practice, or object that is perceived as new by individual or
another unit of adoption”. Therefore, the DoI model is accepted to be applicable either to
individuals or to other units, such as SMEs (El-Gohary, 2011; Oliveira and Martins,
2011).
2.2 DoI theory

The DoI theory was developed by Rogers (1995) to investigate how, when, and at what
rate new ideas and technology are perceived by individuals as well as firms. Rogers
(1995, p.11) defined innovation as “… an idea, practice, or project that is perceived as
new by an individual or other unit of adoption”.
The innovation helps to determine the factors affecting the adoption rate of
technological innovation by an organisation. Rogers (1995) measured innovation by five
characteristics which are called attributes of innovation. These characteristics are defined
as follows:
1 Relative advantage: This means the rate at which benefits could be gained from an
innovation. In terms of technology adoption in organisations, this includes cost
reduction, expanding into new markets, reaching new customers, increasing profits,
enhancing productivity, increasing customer services and satisfaction and increasing
competitive advantage in organisation (Ashrafi and Murtaza, 2008; Kamaroddin
et al., 2009; Apulu and Latham, 2011; Poorangi et al., 2013).
2 Compatibility: This is the degree to which innovation level and consistent
technology need to be adopted (Beatty et al., 2001). This includes that e-commerce
adoption is compatible with current traditional business operations and processes;
compatible with suppliers’ and customers’ ways of doing business; compatible with
the existing values and mentality of the people in the company (Kamaroddin et al.,
2009; Poorangi et al., 2013).
3 Complexity: Complexity means that people are less likely to adopt the innovation in
organisation if they find it difficult to use and understand.
4 Trialability: According to Weiss and Dale (1998), trialability provides an opportunity
for individuals to have an experiment with technology innovation for a period of
time that reduces their uncertainty toward new technology adoption. This includes a
free trial of e-commerce application before making a decision to adopt it in
organisation. In addition, it includes having a sufficient period of time to test it and
see its true capabilities (Kamaroddin et al., 2009; Poorangi et al., 2013).
5 Observability: Rogers (1995) explained that innovation is more likely to be adopted
if the benefits of adoption are seen by others. The internet has facilitated companies’
visibility to customers, suppliers and competitors, displaying the benefits of adopting
e-commerce. In addition, websites allow companies to show information about their
products and their corporate profiles 24/7 to all potential customers and suppliers on
the cyberspace [Blackwood (1997) cited in Limthongchai and Speece (2003), and
Poorangi et al., 2013].
Many studies have explored the DoI theory as a theoretical framework, in particular the
attribution of innovation in measuring adopters’ attitudes toward e-commerce adoption in
SMEs and found that these factors were significant (Kendall et al., 2001; Limthongchai
and Speece, 2003; Hussin and Noor, 2005; Alam and Khatibi, 2008; Tan and Eze, 2008;
Hussin et al., 2008; Azam and Quaddus, 2009; Kamaroddin et al., 2009; Poorangi et al.,
2013).
Various studies have shown that DoI and TAM have some similarity. The two
constructs ‘PU’ and ‘PEOU’ in TAM are similar to ‘relative advantage’ and
‘complexity’, respectively in DoI (Karahanna et al., 1999; El-Gohary, 2011; Pham et al.,
2011). Moreover, according to van de Wijngaert et al. (2008, p.10): “The most striking
difference between the two frameworks is that TAM concepts seem to point at each other
as explanatory factors. DoI, in contrast, makes a clear distinction between dependent and
independent concepts”. Therefore, it is a more comprehensive framework than TAM
particularly in investigating the factors affecting technology adoption by individuals as
well as firms. However, DoI theory has limitations in understanding and identifying the
factors of e-commerce adoption relevant to organisational and environmental contexts.
This goes to TOE model were developed by Tornatzky and Fleischer (1990).
2.3 TOE model

The TOE model is considered a solid theoretical basis for identifying these factors of
e-commerce adoption in SMEs (Bao and Sun, 2010; Oliveira and Martins, 2011). The
TOE model was developed by Tronatzky and Fleischer (1990) and consists of three
contexts (technological context, organisational context, and environmental context) that
present drivers and inhibitors for the adoption of technological innovation in an
organisation. Tronatzky and Fleischer (1990) define these contexts as follows:
1 Technological context: This context describes the factors of technology adoption
whether intended to be used, currently used, and to be used in the future in
organisations. This includes internal and external technologies that are relevant to the
organisation.
2 Organisational context: This context describes the internal factors of organisation
that affect the adoption or non-adoption of technological innovation, such as firm
size, scope, ICT readiness and awareness among employees, complexity of
managerial structure and financial recourses.
3 Environmental context: This context describes the atmosphere in which the
organisation conducts its business, compotators, government support, suppliers, and
customers.
The TOE model has been widely examined by various previous studies investigating
SMEs adoption of technology. For example, TOE has been examined in relation to the
adoption of electronic data interchange (EDI) (Ramamurthy et al., 1999; Kuan and Chau,
2001; Seyal et al., 2007); enterprise resource planning (ERP) (Pan and Jang, 2008); in
customer relationship management (CRM) (Chuchuen and Chanvarasuth, 2001),
knowledge management (Alatawi et al., 2013), e-business (Zhu and Kraemer, 2005) and
e-commerce (Gibbs and Kraemer, 2004; Teo et al., 2006; Martins and Oliveira, 2009;
Lee et al., 2009). All these studies have confirmed the usefulness of the TOE model in
examining technological innovation adoption in SMEs. However, TOE does not identify
managerial factors where managers are considered the most critical decision makers in
adopting technology in SMEs (Hashim, 2007). Therefore, many researchers argued in
favour of extending TOE by adding a fourth context which describes the managerial
factors (Thong, 1999; Sarkar, 2008; Bao and Sun, 2010). Other researchers examined
managerial factors within an organisational contexts on the basis that the success of
technology adoption within organisation is relevant to decision makers (Aguila-Obra and
Padilla-Meledez, 2006; Scupola, 2009; Alamro and Trawaneh, 2011). Regardless of the
different models developed by these researchers, they agreed that managerial factors have
a significant effect on technology, particularly e-commerce, adoption in SMEs. In
addition, they identified managerial factors which included: top management support and
owner/manager’s IT knowledge.
2.4 Hofstede’s cultural dimensions

A review of literature addressing e-commerce adoption showed the relation between
culture and technology adoption has been a subject of interest in recent studies of
information systems. These studies found cultural effects on technology adoption and
usage behaviour (Cooper, 1994; Hasan and Ditsa, 1999; Chen and McQueen, 2008;
Khushman et al., 2009; Yoon, 2009; Lee et al., 2013). Hofstede’s (1984) theory has been
one of the most popular cultural theories in social science disciplines (Nakata and
Sivakumar, 2001), particularly in investigating technology adoption among different
cultures (Straub et al., 1997; Chen and McQueen, 2008). Hofstede (1984) developed
four dimensions to compare between different cultures: masculinity-femininity;
individualism-collectivism; power distance and uncertainty avoidance. Hofstede
measured each dimension, starting from a score of 1 as the lowest to 120 as the highest
score.
Many previous studies have investigated the effects of Hofstede’s cultural dimensions
with other information technology theories in studying e-commerce and technology
adoption. For example, Pavlou and Chai (2002) integrated Hofstede’s (2001) cultural
dimensions (individualism-collectivism, power distance, and long-term orientation) as
moderators to the theory of planned behaviour (TPB) to study the role of cross-cultural
dimensions on consumer attitudes towards e-commerce adoption in China and the USA.
They found that these dimensions have a significant moderating effect on cultural
differences in relation to e-commerce adoption. Straub et al. (1997) examined the
applicability of TAM in three different cultures (USA, Switzerland and Japan) and found
that the TAM model was not applicable to all countries. They used Hofstede’s cultural
dimensions variables. They found that TAM was applicable in the USA and Switzerland
but not in Japan because UA and PD were of higher significance. However, these
findings have been criticised by Linjun et al. (2003) who confirmed the validity of TAM
and its applicability across cultures in different countries and in particular developing
countries irrespective of Hofstede’s cultural dimensions. This finding is also confirmed
by Belkhamza and Wafa (2009) who investigated the effect of Hofstede’s cultural
dimensions on TAM in Malaysia and Algeria and found that TAM is applicable in
developing countries. Moreover, other studies have integrated TAM with Hofstede’s
cultural values to investigate their influence on the acceptance of technology. For
example, Kahshman et al. (2009) examined the effect of Hofstede’s cultural dimensions
on acceptance and usage of e-business in Arab countries. They found that Arab countries
lagged far behind developed countries in adopting e-business websites, according to

Hofstede’s cultural dimensions. This is because the cultural characteristics in Arab
countries have higher power distance, higher collectivism, higher masculinity and higher
uncertainty avoidance than developed countries. Moreover, Veiga et al. (2001) asserted
the role of cultural differences in IT acceptance and usage. They considered that
Hofstede’s cultural dimensions (IDV, UA, LTO and power distance) have a potential
effect on PU and PEOU in the TAM model. A recent study conducted by Lee et al.
(2013) examined the effect of Hofstede’s cultural dimensions on mobile phone
acceptance and usage in two different cultures of two countries (USA, Korea). They
found that mobile adoption in Korea is lower than in the USA due to differences in
Hofstede’s cultural dimensions between these countries.
In addition, Hofstede’s cultural dimensions have not only proved applicable in
cross-cultural studies, but they are significant in the same culture in same country. For
example, Yoon (2009) examined the effect of cultural dimensions on consumer
acceptance of e-commerce in China using Hofstede’s cultural dimensions as a
moderating factor between intention to use, PU, and ease of use and trust constructs in
TAM and found that Hofstede’s cultural dimensions had a significant moderating effect
on consumer behaviour toward e-commerce adoption. Also, Almoawi (2011) integrated
TOE with Hofstede’s cultural dimensions as moderating effect for each context of TOE
to examine the adoption of e-commerce among SMEs in Saudi Arabia. He found that all
Hofstede’s cultural dimensions partially moderated the effect of organisational context
and e-commerce adoption as in the same environmental context. While in the
technological context the only dimensions of Hofstede’s theory that had a partially
moderating effect on e-commerce adoption were power distance and individualism. A
recent study conducted by Al-Hujra et al. (2011) examined the effect of Hofstede’s
cultural dimensions on e-government website adoption in Jordan using TAM.
They found that PD and UC dimensions had a significant effect on e-government
adoption, while three cultural dimensions: IDV, LTO and MAS had no such effect.
3 E-commerce adoption levels
Many previous studies have investigated the different factors associated with adopters
and non-adopters of e-commerce in SMEs (Tan and Teo, 1998; Teo and Ranganathan,
2004; Ramsey and McCole, 2005; Tan et al., 2007; Sutanonpaiboon and Pearson, 2008).
However, few studies, to the best of our knowledge, have examined the factors affecting
the level of e-commerce adoption within SMEs (Chen and McQueen, 2008; Senarathna
and Wickramasuriya, 2011; Abou-Shouk et al., 2012). Since the internet revolution in
1990s, many studies have described the sequential level of e-commerce adoption in
SMEs (Boisvert, 2002; Daniel et al., 2002; Rayport and Jaworski, 2002; Rao et al., 2003;
Duncombe et al., 2005; Lefebvrea et al., 2005). Boisvert (2002) points out three levels of
internet adoption in organisations. In the first level, a basic website is built with one-way
communication presenting only information and the organisation’s promotional activities.
The second level relates to relational and transactional activities which allow
organisations to gain and analyse information from their partners, customers, and
suppliers through their website. Moreover, it allows organisations to sell their products
and services online. The third level presents full online business where the internet is
fully integrated into organisation’s processes.
Rayport and Jaworski (2002) proposed a four-stage model of e-commerce adoption in

organisations. The first stage is called Broadcast which enables the organisation to show
their information, products and services to customers through a static website. Interact is
the second stage, encompassing a dynamic website that allows interaction with customers
through e-mail, feedback, and survey. The third stage is called Transact that includes
online ordering and payment transactions. Then, the internet is used to provide
interorganisational activities and online interaction with their trading partners, forming
the fourth stage which is called Collaborate. Rao et al. (2003) also developed similar
e-commerce stage growth model, proposing four stages. Presence is the first stage; it is
the initial step where the organisation adopts e-commerce. At this stage the company
shows its information and advertisements and its products on a static website with only
one-way communication using e-mail. The second stage is called Portal that allows
customers and suppliers to communicate with company’s website to order products,
giving online feedback, and inventory search without online payment transaction.
Transaction Integration is the third stage that is similar to the portal stage but with ability
to support financial transactions. At this stage, customers can order and pay online for
products and services. Moreover, online auctions are also supported in this stage. The
fourth level includes a complete integration of business processes and high-level
collaboration between customers and suppliers with a high-level online business
management integration, such as supply chain management, and CRM.
Moreover, Daniel et al. (2002) and PricewaterhouseCoopers (1999) have proposed a
similar model that consists of four levels of e-commerce adoption in SMEs, where the
first level presents basic internet tools using only e-mail to communicate with customers
and suppliers with no website development. The second level presents information on
company’s products and services through a basic website with no advanced capabilities.
The third level is similar to the second level but the company has more advanced
capabilities, such as online orders, the provision of customer services and online
communications with suppliers through the company’s website. In the final level, the
company has full online business integration, such as managing its inventory, receiving
online payments and providing post-sale services.
Lefebvrea et al. (2005) proposed six stages of e-commerce progression in SMEs to
differentiate non-adopters from adopters. The first two stages are specified to
non-adopters, where stage 00 refers to firms that have no interest in adopting any
e-commerce activities in their business, whereas stage 0 refers to firms that have not yet
adopted any of e-commerce activities but have the intention to do so within the next 12
months. E-commerce adoption is classified in four stages. The first stage is called
electronic information search and content creation where adopters use basic e-commerce
activities and advertise the company’s products and services using a digital format.
Electronic transactions are the second stage, where the company can buy and sell
products and services using electronic catalogues. The third stage is more complex and
includes online auctions, as suppliers and customers are able to negotiate contracts online
with company such as volumes and prices and the company can accept electronic
payments from its customers. Stage four which is called electronic collaboration includes
full e-commerce business activities, such as software integration into management
information systems and supports e-collaboration with customers and suppliers.
As mentioned earlier, few studies have investigated the factors that affect the
progression level of e-commerce adoption in SMEs in spite of the importance of
understanding these factors in the growing process of e-commerce adoption in SMEs that
enables them to plan and develop their information systems strategy. For example, Chen
and McQueen (2008) have investigated the effects of Hofstede’s cultural dimensions on
owners/managers’ attitude toward e-commerce adoption level by Chinese’s SMEs in
New Zealand. They identified four levels of e-commerce adoption starting from basic
websites and ends to online payment website. They found that PD, UA, and IDV
dimensions have a significant negative effect on e-commerce adoption stage. Senarathna
and Wickramasuriya (2011) developed a model to identify the factors that influence the
levels of e-commerce adoption by SMEs in developing countries, particularly in
Sri Lanka. The data were collected from 200 SMEs from all different types of business.
They found that four levels of such adoption were identified in their model which is
similar to Chen and McQueen’s (2008) identification of the levels of e-commerce
adoption. They found that organisational culture has a significant effect on the level of
e-commerce adoption, where ad hoc cultural characteristics showed a significant positive
effect on e-commerce adoption level, while the hierarchical cultural characteristic had a
negative relationship with the levels of e-commerce adoption in SMEs. Also, their results
confirmed a significant positive relationship between top managers’ attitudes toward
innovation and e-commerce adoption level. Spencer et al. (2012) found that the
technology adoption level by SMEs is based on owner/manager attitudes towards
technology. They developed a model that describes leadership topologies which assist
each level of technology adoption in travel firms (see Figure 6).
Figure 6 Leadership typologies for staged technology adoption (see online version for colours)
Source: Spencer et al. (2012)

The above model is used to understand the reason for adopting the different technology
levels by SMEs, particularly travel firms. Spencer et al. (2012) classified five types of
transactional leader and related each type to technology adoption level. The lowest level
of leadership topology was called ‘resistors’. Spencer et al. (2012, pp.11–12) identified a
resistor as a person: “… who is least likely to effect change in the firm and is more
interested in maintaining traditional approaches”. This type of manager is not likely to
take risks and has low literacy in technology except traditional technology that is needed
in the travel industry. Resistors also have low level of education, the highest being
secondary level.
The second level of leadership typology is called ‘enforcer’. Spencer et al. (2012,
p.12) defined enforcers as leaders who: “… are transactional and also rank themselves
as low risk-takers who will only do what is necessary to follow internal procedures
regardless of external changes”. Enforcers are similar to resistors except that they accept
changes in their industry if the new procedures are permitted while their education levels
are higher than those of resistors; having participated in post-secondary studies. These
leaders have low-level employees in terms of supporting innovation and creative
thinking. The technology knowledge and benefits in enforcers is higher than those in
resistors despite their low-level technology experience.
The third level is called ‘stabilisers’, described as: “… still a transactional leader but
more closely resembles the decision maker as actor in the organizational
decision-making literature. This is an individual who passively acts in accordance with
what happens to the organization such as problems or opportunities” [Spencer et al.,
(2011), p.12]. These leaders are considered as medium risk-takers, with a fair educational
level (e.g., bachelor degree) but a low technology experience. However, they were
influenced by teenagers in their families using the internet thus becoming more familiar
with internet technologies than those of previous leadership topology levels. Nonetheless,
they were similar to previous levels in terms of employees’ intellectual stimulation.
The fourth level is called ‘reactors’. Reactors consider themselves as innovators who
accept new ideas; and they are considered as medium risk-takers. Their education level is
high with a minimum of a bachelor’s degree. Reactors’ technology experience is higher
than that of the previous leadership types; it is considered moderate including elements
such as daily website navigation and using e-mail for business purposes. They support
their employees in terms of creative thinking.
The fifth and final leadership types are called ‘converters’. In this level, leaders are
considered to be high risk-takers and their technology knowledge, experience and
education are very high which differentiates them from reactors. They are familiar with
advanced internet applications, such as online transactions.
For that reason it is fair to argue that the above model is different from other models
as it shows the manager’s characteristics in relation to the technology adoption level in
firms.
4 Proposed conceptual model
Based on the review of literature, this paper proposes a model based on a combination of
models (the TOE model, DoI and Hofstede model) to have the best explanation of the
factors affecting owners/managers in the levels of e-commerce adoption in SMEs in
developing countries, particularly Jordan. The proposed model (see Figure 7) has four
major factors, namely: technological factors; organisational factors; environmental
factors; owners/managers factors. On the right side of model, there is a description of the
e-commerce levels consisting of six stages starting from non-adopter (stage 00) where
company has no internet connection; then e-connectivity (stage 0) with internet
connection only for e-mail usage in business activities; moving to e-window (stage 1)
with static website and one way communication without any interactivity. Stage 2 is
characterised with e-interactivity by which a company has an interactive website that
accepts online orders, queries, forms and e-mails from customers and suppliers but online
payment is not integrated in the website. E-transaction (stage 3) is similar to stage 2 but
with an online payment gateway that allows buying and selling of products and services
to customers and suppliers including customer services. The last stage is called
e-enterprise (stage 4) that allows company to do all business processes online such as
accounting systems, CRM, ERP and transforming any traditional paperwork to electronic
one. This model will be tested among SMEs’ owners/managers in Jordan to identify and
validate a model to provide a better understanding of the factors affecting the levels of
e-commerce adoption among SMEs owners/managers in Jordan.
Figure 7 Proposed conceptual framework for e-commerce adoption level by SMEs

5 Research methodology
The sampling frame is owners/managers of Jordanian SMEs in the areas of: services;
tourism; manufacturing; insurance; finance; education. A preliminary mail questionnaire
was developed for data collection based on the conceptual framework. The questionnaire
was divided into three sections as shown in Appendix 1. Section 1 covered the data about
the demographic profile of SMEs and respondents. Section 2 captured the data about the
current level of e-commerce adoption (dependent variable). Section 3 measured the
independent variables that were adopted from original questionnaire from DoI, TAM,
TOE, and Hofstede’s cultural dimensions. The questionnaire was translated into Arabic
as shown in Appendix 2. In Section 2, the participants were asked to answer the current
level of e-commerce adoption in their SMEs; whereas in Section 3, they were asked to
answer five-point Likert-scale ranging from strongly disagree to strongly agree.
6 Data analysis
6.1 Respondent profile

In order to check the accuracy of translated questionnaire in this study, a pilot study was
conducted. A random sampling technique was used to collect the data from target
respondents. The sample size consisted of 40 respondents and 27 respondents completed
the questionnaire appropriately, giving a response rate of 68%. All collected data were
coded, compiled, and analysed using SPSS version (20.0). A summary of the
demographic data is presented in Table 1. About 11% of the surveyed SMEs had been
running their businesses for less than one year, 4% between one to two years, 30%
between 3 to five years, 20% had been running their business for between six to ten
years, and 50% had been running their business for more than ten years. About 15% of
surveyed SMEs were from manufacturing industry, 26% were from finance industry,
15% were from the telecommunications industry, 19% were from services industry, 11%
were from education, and 15% were from tourism industry. In terms of sise 44% were
micro companies with less than 10 employees, 37% were small companies with 11 to 49
employees and 19% were medium companies with more than 50 employees. The
respondents’ educational level comprises 7% with below high school degrees, 15% with
high school degrees, 7% with diploma or certificate degrees, 52% with bachelor degrees,
and 19% with postgraduate degrees. About 11% of surveyed respondents were aged
18–29 years, 44% were aged 30–40 years, 15% were aged 41–50 years, 12% were aged
from 51–60 years, while 4% were over 60 years of age. About 11% of surveyed SMEs
were not connected to the internet, 19% were connected to the internet with e-mail
facility but they did not have a website, 15% had basic websites with one-way
communication, 41% had interactive websites with two-way communications, and 15%
had more advanced websites with electronic payment.
Table 1 Demographic profile
Description Frequency Percent

SME age Less than 1 year 3 11%
Between 1 and 2 years 1 4%
More than 10 years 9 33%
SME type Manufacturing 4 15%
Finance 7 26%
Telecommunications 4 15%
Education 3 11%
Services 5 19%
Tourism 4 15%
Education level Below high school 2 7%
High school 4 15%
Diploma/certificate 2 7%
Bachelor degree 14 52%
Postgraduate degree 5 19%
SME size Micro 12 44%
Small 10 37%
Medium 5 19%
Respondent’s age 18–29 3 11%
30–40 12 44%
41–50 4 15%
51–60 7 26%
60+ 1 4%
Current level of e-commerce Non-adopter 3 11%
adoption by SMEs E-connectivity 5 19%
E-window 4 15%
E-interactivity 11 41%
E-transaction 1 11%
E-enterprise 1 4%
6.2 Reliability and Statistical results

To ensure the reliability of the questionnaire, Cronbach’s alpha was used. Table 2 shows
the statistical results and reliability of all factors considered in this study. Based on Yong
et al. (2007), the results of the analysis showed that all factors are considered reliable
(α > 0.60) indicating that the conceptual framework could be used to investigate the
status of Jordanian’s SMEs. However, a larger sample and detailed statistical analysis are
needed to examine the validity of the model and to test the relationship between
independent and dependent variables. The data of the proposed framework of this study
will be collected via an mail survey of 300 SMEs across different geographical areas in
Jordan. The collected data will provide further insight into identifying the factors that will
be associated with different levels of e-commerce adoption. Multinomial logistic
regression will be used as statistical tool to explain the factors associated with different
levels of e-commerce adoption among SMEs.
Table 2 Reliability test and results
Cronbach’s
Variables Mean Variance Range Min Max
alpha
Attributes of Relative 4.1667 .186 1.70 3.30 5.00 0.86
innovation advantages
Compatibility 3.8303 .383 2.86 2.14 5.00 0.89
Complexity 2.7130 .455 2.50 1.50 4.00 0.66
Trialability 3.1049 .285 1.83 2.00 3.83 0.68
Observability 4.3082 .171 1.40 3.60 5.00 0.80
Organisational Financial barriers 3.2593 .853 3.25 1.75 5.00 0.77
factors Employee’s IT 4.5926 .182 1.00 4.00 5.00 0.82
knowledge
Managerial Power distance 3.4392 .446 2.00 2.43 4.43 0.63
factors Top management 4.3086 .128 1.00 4.00 5.00 0.66
support
Uncertainty 3.5802 .535 2.67 2.33 5.00 0.87
avoidance
Manager’s 4.5852 .120 1.00 4.00 5.00 0.66
attitude
Environmental Competitive 4.2000 .243 2.80 2.20 5.00 0.85
factors pressure
Business/partner 4.3111 .229 1.20 3.80 5.00 0.86
pressure
Customer 4.4568 .164 1.00 4.00 5.00 0.71
pressure
Government 2.6377 .194 1.80 1.60 3.40 0.77
support
7 Discussion and conclusions
This paper extensively reviews literature on the most popular technology adoption
models and their strengths and weaknesses. The main contribution of this study is a more
holistic picture on existing literature in the area of information systems and in particular
in the context of e-commerce adoption. Based on previous models and theories, this study
proposes that there is a need for an integrated conceptual framework derived from DoI,
TOE and Hofstede’s cultural dimensions factors to identify the levels of e-commerce
adoption among owners/managers in Jordanian SMEs. The proposed conceptual
framework consists of four contextual factors:
1 technological innovation factors which determine owner/manager attitudes toward

e-commerce adoption
2 organisational factors
3 environmental factors
4 owner/manager characteristics.
These factors seek to explain e-commerce adoption levels in SMEs in Jordan.
E-commence adoption level as the dependent variable was identified in the current study
as a multichotomous variable, namely: non-adoption; e-connectivity; e-widow;
e-interactivity; e-transaction; e-enterprise, which moved beyond many previous studies
which only identified the factors affecting e-commerce adoption as dichotomous
variables – ‘adopters’ versus ‘non-adopters’. This approach to conceptualising the level
of e-commence adoption adds strength to this study and represents its second
contribution. Also, the results of this study could have implications to managers, policy
makers, and IT consultants to facilitate e-commerce adoption in Jordanian SMEs. It will
help them to identify which level of e-commerce could be useful in Jordanian SMEs as
well as it help to draw the roadmap and strategies to the them in order to expand business
and generate more benefits of adopting e-commerce applications.
However, the current study has some limitations. First, it is restricted to Jordanian
SMEs, thus the conceptual framework limits the generalisability of the findings to
Jordanian SMEs only. Therefore, future research is needed to replicate this study across
other countries, particularly other Arab countries, in order to expand the generalisability
of the study. Second, the nature of the current study is cross-sectional, thus future
research is suggested to undertake longitudinal study to provide more insight of
e-commerce adoption and to examine the model over time. Finally, quantitative methods
only will be used to measure the constructs of this study, thus future research is suggested
to conduct qualitative research in order to develop a richer picture and a stronger
understanding of the factors that may affect e-commerce adoption levels in SMEs.
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Appendix 1
English questionnaire
Part 1: general information

This part of questionnaire asking about yourself and your company’s profile.
Company’s profile
Q1 How long your company been in Q3 Which of the following is SME type?
existence?
 Less than 12 months  Manufacturing
 1–2 years  Finance
 3–5 years  Telecommunication
 5–10 years  Education
 More than 10 years  Services
 Tourism
Owner/manager’s profile
Q2 Which of the following is the highest Q3 What is your age?

educational degree you have achieved?
 Below high school  18~29
 High school  30~40
 Diploma/certificate  40~50
 Bachelor degree  50~60
 Post-graduate degree  60+
Part 2: Current internet adoption in your company

This part of questionnaire asking you about your company’s status regarding to web
technologies and applications that have/have not adopted.
Please indicate which of the following describes your current e-commerce level?
Q4
Please choose one question
Yes No
() () 1 Our company is not connected with the internet
() () 2 Our company connected to the internet with only e-mail but no website
() () 3 Our company has a static website that present company’s information and
advertise its products with one way communication using e-mail and without
any interactivity
() () 4 Our company has an interactive website that accepts online orders, queries,
forms, and e-mails from customers and suppliers but online payment is not
integrated on the website
() () 5 Our company accepts online transition through website that allows buying and
selling products and services to customers and suppliers including customer
services
() () 6 Our company has a website connected with computer systems that allows our
company to do the most of business processes such as accounting system,
inventory system, CRM, and any traditional paperwork to electronic one
Part 3: Attribution of innovation

This part of questionnaire asking about your thoughts/opinion regarding e-commerce
applications and usage in your company. It is concerned with investigating the
technological factors such as relative advantages, compatibility, complexity, trialability,
and observability.
The following statements relates to your company’s viewpoints about relative advantages
Q5 of e-commerce adoption. Please kindly indicate to what extend you agree or disagree with
these statements that ranges from 1 (strongly disagree) to 5 (strongly agree)
Disagree
disagree
Strongly
Strongly
Neutral
Agree
agree
1 E-commerce reduces the company’s overall operating cost 1 2 3 4 5

2 E-commerce helps our company to expand market share 1 2 3 4 5
3 E-commerce helps company to increase customer base 1 2 3 4 5
4 E-commerce increases company’s sales and revenues 1 2 3 4 5
5 E-commerce creates new channel for advertising 1 2 3 4 5
6 E-commerce enhances company’s image 1 2 3 4 5
7 E-commerce increases company’s competitive advantage 1 2 3 4 5
8 E-commerce improves customer services and satisfaction 1 2 3 4 5
9 E-commerce improves business relationship with suppliers 1 2 3 4 5
10 E-commerce enables us to perform our operation more 1 2 3 4 5
quickly
The following statements relates to your company’s viewpoints about compatibility of

Q6 e-commerce adoption. Please kindly indicate to what extend you agree or disagree with
Disagree
disagree
Strongly
Strongly
Neutral
Agree
agree
1 E-commerce is compatible with our company’s IT 1 2 3 4 5
infrastructure
2 E-commerce is compatible with our company’s current 1 2 3 4 5
software and hardware
3 E-commerce is compatible with all aspects of our business 1 2 3 4 5
operations
4 E-commerce is compatible with our business 1 2 3 4 5
operations/processes current
5 E-commerce is compatible with the existing values and 1 2 3 4 5
mentality of the people in our company
6 E-commerce is compatible with suppliers’ and customers’ 1 2 3 4 5
ways of doing business
7 E-commerce applications fit into our working style 1 2 3 4 5
The following statements relates to your company’s viewpoints about complexity using of
Q7 e-commerce applications. Please kindly indicate to what extend you agree or disagree with
Disagree
disagree
Strongly
Strongly
Neutral
Agree
agree
1 E-commerce applications are too complicated to understand 1 2 3 4 5
and use
2 Lack of appropriate tools to support e-commerce applications 1 2 3 4 5
3 Company lacks adequate computer systems to support 1 2 3 4 5
e-commerce activities
4 E-commerce applications is too complex for our business 1 2 3 4 5
operations
The following statements relates to your company’s viewpoints about of trial applications
Q8 regarding to e-commerce adoption. Please kindly indicate to what extend you agree or
disagree with these statements that ranges from 1 (strongly disagree) to 5 (strongly agree)
Disagree
disagree
Strongly
Strongly
Neutral
Agree
agree
1 Our company could access to a free trial before making a 1 2 3 4 5
decision to adopt e-commerce
2 Our company has the opportunity to try a number of 1 2 3 4 5
e-commerce applications before making a decision
3 Our company can try out e-commerce on a sufficiently large 1 2 3 4 5
scale
4 Our company is allowed to use e-commerce on a trial basis 1 2 3 4 5
long enough to see its true capabilities
5 It is easy to our company to get out after testing a 1 2 3 4 5
e-commerce
6 The start-up cost for using e-commerce is low 1 2 3 4 5
The following statements relates to the degree to which of e-commerce outcomes is visible
Q9 and observed to others. Please kindly indicate to what extend you agree or disagree with
Disagree
disagree
Strongly
Strongly
Neutral
Agree
agree
1 There are many computers that people in our company can 1 2 3 4 5
access to use internet and e-commerce
2 Many of our competitors in the market have started using e- 1 2 3 4 5
commerce
3 Many of our partners and suppliers in the market have started 1 2 3 4 5
using e-commerce
4 E-commerce improve visibility to connect with customers at 1 2 3 4 5
any time
5 E-commerce shows improved results over doing business the 1 2 3 4 5
traditional way
Part 4: Organisational factors

This part of questionnaire is concerned to investigate your company’s internal factors and
its relation to e-commerce adoption levels such as finical resources, company’s size , and
IT expertise among employees.
The following statements relates to your company’s viewpoints about the financial
requirement for e-commerce adoption. Please kindly indicate to what extend you agree or
Q10
disagree with these statements that ranges from 1 (strongly disagree) to 5
(strongly agree)
Disagree
disagree
Strongly
Strongly
Neutral
Agree
agree
1 The cost required to implement e-commerce applications 1 2 3 4 5
are too high for us
2 The cost for internet access is expensive 1 2 3 4 5
3 Company has insufficient budget to maintain e-commerce 1 2 3 4 5
system
4 E-commerce applications require an additional cost to train 1 2 3 4 5
employees in how to use these applications
The following statements relates to your point of view about the level of your employees
Q11 IT knowledge. Please kindly indicate to what extend you agree or disagree with these
statements that ranges from 1 (strongly disagree) to 5 (strongly agree)
Disagree
disagree
Strongly
Strongly
Neutral
Agree
agree
1 Employees in our company have necessary knowledge and 1 2 3 4 5

understanding of e-commerce
2 Employees in our company are computer literate 1 2 3 4 5
3 Our company has IT support staff 1 2 3 4 5
Q12 How many employees are working in your company?

 Less than 10
 10~50
 50+
Part 5: Managerial factors

This part of questionnaire is concerned to examine the factors that may influence the
decision maker to adopt e-commerce. It is focused with investigating the managerial
factors such as power distance, uncertainty avoidance, management support, and
manager’s attitude.
The following statements ask your work relationship with your employees. Please kindly
Q13 indicate to what extend you agree or disagree with these statements that ranges from
1 (strongly disagree) to 5 (strongly agree)
Disagree
disagree
Strongly
Strongly
Neutral
Agree
agree
1 Managers share information with employees 1 2 3 4 5
2 It is often necessary for the supervisor to emphasise his or 1 2 3 4 5
her authority and power when dealing with subordinates
3 Managers should be careful not to ask the option of 1 2 3 4 5
subordinates too frequently
4 A manager should avoid socialising with his or her 1 2 3 4 5
subordinates of the job
5 Subordinates should not disagree with their manager’s 1 2 3 4 5
decisions
6 Managers should not delegate difficult and important tasks 1 2 3 4 5
to their subordinates
7 Managers should make most decisions without consulting 1 2 3 4 5
subordinates
The following statements ask your point of view about your support and concern in
e-commerce implementation in your company. Please kindly indicate to what extend you
Q14
agree or disagree with these statements that ranges from 1 (strongly disagree) to
5 (strongly agree)
Disagree
disagree
Strongly
Strongly
Neutral
Agree
agree
1 I am willing to provide necessary resources for 1 2 3 4 5

e-commerce adoption
2 I am interested in the use of electronic commerce in our 1 2 3 4 5
operations
3 Our business has a clear vision on electronic commerce 1 2 3 4 5
technologies
The following statements look for your opinion about dealing with uncertain situations
regarding to e-commerce implementation. Please kindly indicate to what extend you
Q15
agree or disagree with these statements that ranges from 1 (strongly disagree) to
5 (strongly agree)
Disagree
disagree
Strongly
Strongly
Neutral
Agree
agree
1 I am willing to take risk to adopt e-commerce application in 1 2 3 4 5
my business
2 I am able to accept change from traditional business 1 2 3 4 5
process to electronic one
3 I tolerate to accept an ambiguous and uncertain situation to 1 2 3 4 5
adopt e-commerce
The following statements relate to your feeling toward internet and e-commence
Q16 applications. Please kindly indicate to what extend you agree or disagree with these
statements that ranges from 1 (strongly disagree) to 5 (strongly agree)
Disagree
disagree
Strongly
Strongly
Neutral
Agree
agree
I have fun interacting with the internet 1 2 3 4 5
Using the web provides me with a lot of enjoyment 1 2 3 4 5
I like the idea of adopting e-commerce in my company 1 2 3 4 5
I think that e-commerce will be adopted in most of SMEs in the 1 2 3 4 5
near future
I think adopting e-commerce would beneficial to my company 1 2 3 4 5
Part 6: Environmental factors

This part of questionnaire is concerned to examine the external factors that may influence
the decision maker to adopt e-commerce in company such as compotators’ pressure,
customers’ pressure, suppliers’ pressure, and government support.
The following statements look for your thoughts about the influence of your company’s
competitors on the decision to adopt e-commerce in your company. Please kindly indicate
Q17
to what extend you agree or disagree with these statements that ranges from
1 (strongly disagree) to 5 (strongly agree)
Disagree
disagree
Strongly
Strongly
Neutral
Agree
agree
1 The rivalry among companies in the industry my company 1 2 3 4 5
is operating in is very intense
2 Some of our competitors have already adopted 1 2 3 4 5
e-commerce
3 Our firm is under pressure from competitors to adopt 1 2 3 4 5
internet/e-business technologies
4 It is easy for our customers to switch to another company 1 2 3 4 5
for similar services without any difficulty
5 Our customers are able to easily access to several existing 1 2 3 4 5
products/services in the market which are different from
ours but perform the same functions
suppliers/partners on the decision to adopt e-commerce in your company. Please kindly
Q18
indicate to what extend you agree or disagree with these statements that ranges from 1
(strongly disagree) to 5 (strongly agree)
Disagree
disagree
Strongly
Strongly
Neutral
Agree
agree
1 Our company depends on other firms that are already using 1 2 3 4 5

e-commerce
2 Many of our suppliers and business partners are already 1 2 3 4 5
adopted e-commerce
3 Our industry is pressuring us to adopt e-commerce 1 2 3 4 5
4 Our suppliers and business partners’ demand better 1 2 3 4 5
communication and data interchange which pressure us to
adopt e-commerce
5 Our partners are demanding the use of e-commerce in 1 2 3 4 5
doing business with them
customers on the decision to adopt e-commerce in your company. Please kindly indicate
Q19
to what extend you agree or disagree with these statements that ranges from 1
Disagree
disagree
Strongly
Strongly
Neutral
Agree
agree
1 Our customers are requesting us to adopt e-commerce 1 2 3 4 5
2 Our company may lose our potential customers if we have 1 2 3 4 5
not adopted e-commerce
3 Our company is under pressure from customers to adopt 1 2 3 4 5
e-commerce
suppliers/partners on the decision to adopt e-commerce in your company. Please kindly
Q20
indicate to what extend you agree or disagree with these statements that ranges from 1
Disagree
disagree
Strongly
Strongly
Neutral
Agree
agree
1 The government agencies offers training and educational 1 2 3 4 5
programmes to our company to adopt e-commerce
2 Existing governmental legislation in e-commerce in terms 1 2 3 4 5
of buyer/seller protection encouraged us to adopt
e-commerce
3 The government has an effective laws to combat cyber 1 2 3 4 5
crime
4 The government is providing us loans facilities to adopt 1 2 3 4 5
e-commerce
5 The government is active in setting up the facilities to 1 2 3 4 5
enable internet commerce
‫‪A conceptual model of factors affecting e-commerce adoption by SME‬‬ ‫‪301‬‬
‫‪Appendix 2‬‬
‫‪Arabic questionnaire‬‬
‫اﻟﺠﺰء اﻷول‪ :‬ﻣﻌﻠﻮﻣﺎت ﻋﺎﻣّﺔ‬
‫هﺬا اﻟﺠﺰء ﻣﻦ اﻻﺳﺘﺒﻴﺎن ﻳﺴﺄل ﻋﻦ ﻧﻔﺴﻚ و ﻋﻦ ﻣﻠﻒ اﻟﺸﺮآﺔ ‪.‬‬
‫ﻣﻠﻒ اﻟﺸﺮآﺔ‬
‫س‪ (٢‬أي ﻣﻦ اﻟﺘﺎﻟﻲ ﺗﺼﻨﻴﻒ ﺷﺮآﺘﻚ ؟‬ ‫س‪ (١‬آﻢ ﻣﻀﻰ ﻋﻠﻰ وﺟﻮد اﻟﺸﺮآﺔ؟‬
‫ﺻﻨﺎﻋﻴﺔ‬ ‫أﻗﻞ ﻣﻦ ‪ ١٢‬ﺷﻬﺮ‬
‫ﻣﺎﻟﻴﺔ‬ ‫‪ ٢ – ١‬ﺳﻨﺔ‬
‫إﺗﺼﺎﻻت‬ ‫‪ ٥‬ﺳﻨﻮات‬
‫ﺗﻌﻠﻤﻲ‬ ‫‪ ١٠‬ﺳﻨﻮات‬
‫ﺧﺪﻣﺎت‬ ‫أآﺜﺮ ﻣﻦ ‪ ١٠‬ﺳﻨﻮات‬
‫ﺳﻴﺎﺣﺔ‬
‫ﻣﻠﻒ اﻟﻤﺎﻟﻚ ‪ /‬اﻟﻤﺪﻳﺮ‬
‫س‪ (٤‬أي ﻣﻤﺎ ﻳﻠﻲ اﻟﺪرﺟﺔ اﻟﺘﻌﻠﻴﻤﻴﺔ اﻷﻋﻠﻰ اﻟﺘﻲ ﺣﺼﻠﺖ‬
‫س‪ (٣‬ﻣﺎ هﻮ ﻋﻤﺮك؟‬
‫ﻋﻠﻴﻬﺎ؟‬
‫أﻗﻞ ﻣﻦ اﻟﺜﺎﻧﻮﻳﺔ‬ ‫‪٢٩~١٨‬‬
‫اﻟﺜﺎﻧﻮﻳﺔ‬ ‫‪٤٠~٣٠‬‬
‫ﺷﻬﺎدة دﺑﻠﻮم‬ ‫‪٥٠~٤٠‬‬
‫درﺟﺔ اﻟﺒﻜﺎﻟﻮرﻳﻮس‬ ‫‪٦٠~٥٠‬‬
‫اﻟﺪراﺳﺎت اﻟﻌﻠﻴﺎ‬ ‫‪٦٠+‬‬
‫اﻟﺠﺰء اﻟﺜﺎﻧﻲ‪ :‬اﻟﺘﺒﻨﻲ اﻟﺤﺎﻟﻲ ﻟﻼﻧﺘﺮﻧﺖ ﻓﻲ ﺷﺮآﺘﻚ‬
‫هﺬا اﻟﺠﺰء ﻣﻦ اﻻﺳﺘﺒﻴﺎن ﻳﺴﺄل ﻋﻦ وﺿﻊ ﺷﺮآﺘﻚ ﻻﻋﺘﺒﺎرات اﻟﻤﻮﻗﻊ اﻻﻟﻜﺘﺮوﻧﻲ وﺗﻄﺒﻴﻘﺎﺗﻬﺎ اﻟﺘﻲ ﺗﺘﺒﻨﺎهﺎ أو ﻻ‬
‫ﺗﺘﺒﻨﺎهﺎ ﺷﺮآﺘﻚ‪.‬‬
‫ﻟﻄﻔًﺎ اﺧﺘﺮ إﺟﺎﺑﺔ واﺣﺪة ﻓﻘﻂ س‪ ( ٥‬أي ﻣﻦ اﻟﺘﺎﻟﻲ ﻣﺴﺘﻮى ﺗﻄﺒﻴﻘﺎت اﻻﻧﺘﺮﻧﺖ اﻟﺤﺎﻟﻲ اﻟﺘﻲ ﺗﺘﺒﻨﺎهﺎ ﺷﺮآﺘﻚ ؟‬
‫ﻻ‬ ‫ﻧﻌﻢ‬
‫‪ .١‬ﺷﺮآﺘﻨﺎ ﻟﻴﺴﺖ ﻣﺮﺑﻮﻃﺔ ﻣﻊ اﻻﻧﺘﺮﻧﺖ ‪.‬‬
‫‪ .٢‬ﺷﺮآﺘﻨﺎ ﻣﺮﺑﻮﻃﺔ ﻣﻊ اﻻﻧﺘﺮﻧﺖ و اﻟﺒﺮﻳﺪ اﻹﻟﻜﺘﺮوﻧﻲ وﻻ ﻳﻮﺟﺪ ﻟﺪى اﻟﺸﺮآﺔ ﻣﻮﻗﻊ اﻟﻜﺘﺮوﻧﻲ ﻋﻠﻰ‬
‫‪.‬اﻟﻌﻨﻜﺒﻮﺗﻴﺔ اﻟﺸﺒﻜﺔ‬
‫‪ .٣‬ﻟﺪى ﺷﺮآﺘﻨﺎ ﻣﻮﻗﻊ اﻟﻜﺘﺮوﻧﻲ ﺛﺎﺑﺖ وﻳﻈﻬﺮ اﻟﻤﻌﻠﻮﻣﺎت ﻋﻦ اﻟﺸﺮآﺔ و ﻋﻦ ﻣﻨﺘﺠﺎﺗﻨﺎ ﺑﻄﺮﻳﻘﺔ اﺗﺼﺎل‬
‫واﺣﺪة ﺑﺎﺳﺘﺨﺪام اﻟﺒﺮﻳﺪ اﻹﻟﻜﺘﺮوﻧﻲ ‪.‬‬
‫‪ .٤‬ﻟﺪى ﺷﺮآﺘﻨﺎ ﻣﻮﻗﻊ ﻓﻌﺎل وﻳﻘﺒﻞ اﻟﻄﻠﺒﺎت اﻟﻜﺘﺮوﻧﻴًﺎ واﻟﻨﻤﺎذج واﻟﺒﺮﻳﺪ اﻹﻟﻜﺘﺮوﻧﻲ ﻣﻦ اﻟﺰﺑﺎﺋﻦ‬
‫واﻟﻤﺰودﻳﻦ وﻟﻜﻦ ﻋﻤﻠﻴﺔ اﻟﺪﻓﻊ اﻟﻜﺘﺮوﻧﻴﺎ ﻏﻴﺮ ﻣﺪﻣﺠﺔ ﻓﻲ اﻟﻤﻮﻗﻊ اﻻﻟﻜﺘﺮوﻧﻲ ‪.‬‬
‫‪ .٥‬ﺷﺮآﺘﻨﺘﺎ ﺗﻘﺒﻞ اﻟﻌﻤﻠﻴﺎت اﻟﻜﺘﺮوﻧﻴﺎ ﻋﺒﺮ اﻟﻤﻮﻗﻊ واﻟﺘﻲ ﺗﺴﻤﺢ ﺑﺎﻟﺸﺮاء واﻟﺒﻴﻊ ﻟﻠﻤﻨﺘﻨﺠﺎت واﻟﺨﺪﻣﺎت‬
‫ﻟﻠﺰﺑﺎﺋﻦ واﻟﻤﺰودﻳﻦ ﺑﻤﺎ ﻓﻲ ذﻟﻚ ﺧﺪﻣﺎت اﻟﺰﺑﻮن ‪.‬‬
‫‪ .٦‬ﻟﺪى ﺷﺮآﺘﻨﺎ ﻣﻮﻗﻊ ﻣﺘﺼﻞ ﻣﻊ أﻧﻈﻤﺔ اﻟﻜﻤﺒﻴﻮﺗﺮ واﻟﺘﻲ ﺗُﺘﻴـﺢ ﻟﺸﺮآﺘﻨﺎ ﻋﻤﻞ ﻣﻌﻈﻢ أﻋﻤﺎﻟﻬﺎ‬
‫وﻋﻤﻠﻴﺎﺗﻬﺎ ﻣﺜﻞ اﻟﻨﻈﺎم اﻟﻤﺤﺎﺳﺒﻲ‪ ،‬ﻧﻈﺎم اﻟﺠﺮد‪،‬إدارة ﻋﻼﻗﺔ اﻟﺰﺑﻮن وأي أوراق ﻋﻤﻞ ﺗﻘﻠﻴﺪﻳﺔ إﻟﻰ‬
‫أوراق اﻟﻜﺘﺮوﻧﻴﺔ‪.‬‬
‫‪302‬‬ ‫‪M.K. Alrousan and E. Jones‬‬
‫اﻟﺠﺰء اﻟﺜﺎﻟﺚ‪ :‬إﺳﻨﺎد اﻹﺑﺘﻜﺎر‬

‫هﺬا اﻟﺠﺰء ﻣﻦ اﻻﺳﺘﺒﻴﺎن ﻳﺴﺄل أﻓﻜﺎرك‪ /‬رأﻳﻚ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻘﺐ ﺗﻄﺒﻴﻘﺎت اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ واﺳﺘﻌﻤﺎﻟﻬﺎ ﻓﻲ ﺷﺮآﺘﻚ ‪.‬‬
‫و ﻳﻬﺘﻢ هﺬا اﻟﺠﺰء ﺑﺎﻟﺘﺤﻘﻖ ﻋﻦ اﻟﻌﻮاﻣﻞ اﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ ﻣﺜﻞ اﻻﻳﺠﺎﺑﻴﺎت‪ ،‬اﻟﺘﻮاﻓﻘﻴﺔ‪ ،‬اﻟﺘﻌﻘﻴﺪ ‪،‬اﻟﺘﺠﺮﻳﺒﻴﺔ واﻟﻘﺎﺑﻠﻴﺔ‬
‫ﻟﻠﻤﻼﺣﻈﺔ‪.‬‬
‫س‪ :٦‬اﻟﻌﺒﺎرات اﻟﺘﺎﻟﻴﺔ ﺗﺘﻌﻠﻖ ﺑﺂراء ﺷﺮآﺘﻚ ﺑﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺈﻳﺠﺎﺑﻴﺎت ﺗﺒﻨﻲ اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ‪.‬‬
‫ﻟﻄﻔﺎً‪ ،‬أﺷﺮ ﻋﻠﻰ ﻣﺪى اﻟﻤﻮاﻓﻘﺔ أو ﻋﺪم اﻟﻤﻮاﻓﻘﺔ ﺣﻮل هﺬﻩ اﻟﻌﺒﺎرات اﻟﻤﺘﺪرﺟﺔ ﻣﻦ )‪ (١‬ﻻ أواﻓﻖ ﺑﺸﺪة إﻟﻰ )‪ (٥‬أواﻓﻖ ﺑﺸﺪة‪.‬‬
‫ﻻ أواﻓﻖ ﺑﺸﺪة‬
‫أواﻓﻖ ﺑﺸﺪة‬
‫ﻻ أواﻓﻖ‬
‫ﻣﺤﺎﻳﺪ‬
‫أواﻓﻖ‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .١‬اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ ﺗﺨﻔﺾ آﻞ ﻋﻤﻠﻴﺎت اﻟﺘﻜﻠﻔﺔ ﻟﺪى‬
‫اﻟﺸﺮآﺔ‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٢‬اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ ﺗﺴﺎﻋﺪ ﺷﺮآﺘﻨﺎ ﻟﻠﺘﻮﺳﻊ ﻓﻲ ﺣﺼﺔ‬
‫اﻟﺴﻮق‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٣‬اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ ﺗﺴﺎﻋﺪ ﻓﻲ زﻳﺎدة ﻗﺎﻋﺪة اﻟﺰﺑﻮن‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٤‬اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ ﺗﺰﻳﺪ اﻟﻤﺒﻴﻌﺎت واﻟﻌﻮاﺋﺪ‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٥‬اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ ﺗﺨﻠﻖ ﻗﻨﻮات ﺟﺪﻳﺪة ﻟﻺﻋﻼن‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٦‬اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ ﺗُﻌﺰز ﺻﻮرة اﻟﺸﺮآﺔ‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٧‬اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ ﺗﺰﻳﺪ ﻣﻦ اﻟﻤﻴﺰة اﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻠﺸﺮآﺔ‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٨‬اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ ﺗﺤﺴﻦ ﻣﻦ ﺧﺪﻣﺎت ورﺿﻰ اﻟﺰﺑﻮن‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٩‬اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ ﺗﺤﺴﻦ ﻋﻼﻗﺔ أﻋﻤﺎﻟﻨﺎ ﻣﻊ اﻟﻤﻮردﻳﻦ‬
‫ﻟﺪى ﺷﺮآﺘﻨﺎ‪.‬‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .١٠‬اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ ﺗﻤﻜﻨﺎ ﻣﻦ أداء أﻋﻤﺎﻟﻨﺎ ﺑﺸﻜﻞ أﺳﺮع‬
‫س‪ :٧‬اﻟﻌﺒﺎرات اﻟﺘﺎﻟﻴﺔ ﺗﺘﻌﻠﻖ ﻋﻠﻰ ﻣﺪى ﻣﻮاﻓﻘﺘﻜﻢ ﺑﻤﺎ ﻳﺘﻌﻠﻖ ﺑﻤﺪى ﻣﻼﺋﻤﺔ اﻧﻈﻤﺔ وﺗﻄﺒﻴﻘﺎت ﺷﺮآﺘﻚ ﻣﻊ ﺗﺒﻨﻲ اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ‪.‬‬
‫ﻟﻄﻔﺎً‪ ،‬أﺷﺮ ﻋﻠﻰ ﻣﺪى اﻟﻤﻮاﻓﻘﺔ أو ﻋﺪم اﻟﻤﻮاﻓﻘﺔ ﺣﻮل هﺬﻩ اﻟﻌﺒﺎرات اﻟﻤﺘﺪرﺟﺔ ﻣﻦ )‪ (١‬ﻻ أواﻓﻖ ﺑﺸﺪة إﻟﻰ )‪ (٥‬أواﻓﻖ‬
‫ﺑﺸﺪة‪.‬‬
‫أواﻓﻖ‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .١‬اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ ﻣﺘﻮاﻓﻘﺔ ﻣﻊ اﻟﺒﻨﻴﺔ اﻟﺘﺤﺘﻴﺔ ﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ اﻟﻤﻌﻠﻮﻣﺎت‬
‫اﻟﺨﺎﺻﺔ ﺑﺎﻟﺸﺮآﺔ ‪.‬‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٢‬اﻟﺘﺠﺎرة اﻻآﺘﺮوﻧﻴﺔ ﻣﺘﻮاﻓﻘﺔ ﻣﻊ اﻟﺒﺮاﻣﺞ ﺗﻄﺒﻴﻘﺎت اﻟﺤﺎﺳﻮب ﺑﺎﻻﺿﺎﻓﺔ اﻟﻰ‬
‫اﻟﻤﻌﺪات واﻻﺟﻬﺰة اﻟﻤﻮﺟﻮدة واﻟﻤﺴﺘﺨﺪﻣﺔ ﺣﺎﻟﻴًﺎ ﻓﻲ اﻟﺸﺮآﺔ‪.‬‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٣‬اﻟﺘﺠﺎرة اﻻآﺘﺮوﻧﻴﺔ ﻣﺘﻮاﻓﻘﺔ ﻣﻊ ﺟﻤﻴﻊ ﺟﻮاﻧﺐ ﻋﻤﻠﻴﺎﺗﻨﺎ اﻟﺘﺠﺎرﻳﺔ‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٤‬اﻟﺘﺠﺎرة اﻻآﺘﺮوﻧﻴﺔ ﻣﺘﻮاﻓﻘﺔ ﻣﻊ اﻋﻤﺎﻟﻨﺎ اﻟﺤﺎﻟﻴﺔ ﻟﺪى اﻟﺸﺮآﺔ‪.‬‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٥‬اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ ﻣﺘﻮاﻓﻘﺔ ﻣﻊ ﻋﻘﻠﻴﺔ اﻟﻨﺎس ﻓﻲ ﺷﺮآﺘﻨﺎ‪.‬‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٦‬اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ ﻣﺘﻮاﻓﻘﺔ ﻣﻊ اﻟﻤﻮردﻳﻦ واﻟﻌﻤﻼء ﻓﻲ ﻃﺮق إﻧﺠﺎز‬
‫أﻋﻤﺎﻟﻬﻢ‪.‬‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٧‬ﺗﻄﺒﻴﻘﺎت اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ ﺗﻨﺎﺳﺐ أﺳﻠﻮب ﻋﻤﻠﻨﺎ ﻓﻲ اﻟﺸﺮآﺔ‪.‬‬
‫س ‪ ( ٨‬اﻟﻌﺒﺎرات اﻟﺘﺎﻟﻴﺔ ﺗﺘﻌﻠﻖ ﺑﺂراء ﺷﺮآﺘﻚ ﺣﻮل ﺗﻌﻘﻴﺪات اﺳﺘﺨﺪام وﺗﻄﺒﻴﻘﺎت اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ‪.‬‬
‫ﻟﻄﻔًﺎ أﺷﺮ إﻟﻰ ﻣﺪى اﻟﻤﻮاﻓﻘﺔ أو ﻋﺪم اﻟﻤﻮاﻓﻘﺔ ﻣﻊ هﺬﻩ اﻟﻌﺒﺎرات اﻟﻤﺘﺪرﺟﺔ ﻣﻦ )‪ (١‬ﻻ أواﻓﻖ ﺑﺸﺪة إﻟﻰ )‪ (٥‬أواﻓﻖ ﺑﺸﺪة‪.‬‬
‫أواﻓﻖ‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .١‬أن ﺗﻄﺒﻴﻘﺎت اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ ﻣﻌﻘﺪة ﺟﺪًا ﻟﻔﻬﻤﻬﺎ واﺳﺘﺨﺪاﻣﻬﺎ‪.‬‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٢‬ﻟﺪى اﻟﺸﺮآﺔ ﻧﻘﺺ ﻓﻲ اﻷدوات اﻟﻤﻨﺎﺳﺒﺔ ﻟﺪﻋﻢ ﺗﻄﺒﻴﻘﺎت اﻟﺘﺠﺎرة‬
‫اﻹﻟﻜﺘﺮوﻧﻴﺔ ‪.‬‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٣‬ﻟﺪى اﻟﺸﺮآﺔ ﻧﻘﺺ ﻓﻲ اﻷﻧﻈﻤﺔ اﻟﺴﻠﻴﻤﺔ ﻟﻠﻜﻤﺒﻴﻮﺗﺮ ﻟﺪﻋﻢ أﻧﺸﻄﺔ اﻟﺘﺠﺎرة‬
‫اﻹﻟﻜﺘﺮوﻧﻴﺔ‪.‬‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٤‬أن ﺗﻄﺒﻴﻘﺎت اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ ﻣﻌﻘﺪة ﺟﺪًا ﻟﻠﻘﻴﻴﺎم ﺑﻌﻤﻠﻴﺘﻨﺎ اﻟﺘﺠﺎرﻳﺔ‪.‬‬
‫س ‪ (٩‬اﻟﻌﺒﺎرات اﻟﺘﺎﻟﻴﺔ ﺗﺘﻌﻠﻖ ﺑﺂراء ﺷﺮآﺘﻚ ﺣﻮل ﺗﺠﺮﻳﺐ اﻟﺘﻄﺒﻘﺎت اﻟﻤﺘﻌﻠﻘﺔ ﺑﺘﺒﻨﻲ اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ‪.‬‬
‫ﻟﻄﻔًﺎ أﺷﺮ ﻋﻠﻰ ﻣﺪى اﻟﻤﻮاﻓﻘﺔ أو ﻋﺪم اﻟﻤﻮاﻓﻘﺔ ﺣﻮل هﺬﻩ اﻟﻌﺒﺎرات اﻟﻤﺘﺪرﺟﺔ ﻣﻦ )‪ (١‬ﻻ أواﻓﻖ ﺑﺸﺪة إﻟﻰ )‪ (٥‬ﺑﺸﺪة أواﻓﻖ‪.‬‬
‫أواﻓﻖ‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .١‬ﺗﺴﺘﻄﻴﻊ ﺷﺮآﺘﻨﺎ اﻟﻮﺻﻮل إﻟﻰ اﻟﺘﺠﺮﻳﺐ اﻟﻤﺠﺎﻧﻲ ﻗﺒﻞ ﻋﻤﻞ ﻗﺮار ﺗﺒﻨﻲ‬
‫اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٢‬ﻟﺪى ﺷﺮآﺘﻨﺎ ﻓﺮﺻﺔ ﺗﺠﺮﻳﺐ ﻋﺪد ﻣﻦ ﺗﻄﺒﻴﻘﺎت اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ ﻗﺒﻞ‬
‫ﺻﻨﻊ اﻟﻘﺮار‪.‬‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٣‬ﺗﺴﺘﻄﻴﻊ ﺷﺮآﺘﻨﺎ ﺗﺠﺮﻳﺐ اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ ﺑﻤﺪى واﺳﻊ اﻟﻔﻌﺎﻟﻴﺔ‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٤‬ﺗﺴﻤﺢ ﺷﺮآﺘﻨﺎ ﺑﺈﺳﺘﺨﺪام اﻟﺘﺠﺎرة اﻹﻟﺘﻜﺮوﻧﻴﺔ ﻋﻠﻰ أﺳﺎس اﻟﺘﺠﺮﻳﺐ ﻟﻤﺪة‬
‫آﺎﻓﻴﺔ ﻟﺘﺮى ﻣﺪى ﻓﻌﺎﻟﻴﺘﻬﺎ‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٥‬أﻧﻪ ﻣﻦ اﻟﺴﻬﻮﻟﺔ ﻟﺸﺮآﺘﻨﺎ اﻟﺨﺮوج ﺑﻌﺪ ﺗﺠﺮﺑﺔ اﺳﺘﺨﺪام اﻟﺘﺠﺎرة‬
‫اﻹﻟﻜﺘﺮوﻧﻴﺔ‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٦‬ﺗﻜﻠﻔﺔ اﻟﺘﺸﻐﻴﻞ اﻟﺘﺠﺮﻳﺒﻲ ﻟﻠﺘﺠﺎرة اﻻآﺘﺮوﻧﻴﺔ ﻣﻨﺨﻔﻀﺔ‬
‫س ‪ (١٠‬اﻟﻌﺒﺎرات اﻟﺘﺎﻟﻴﺔ ﺗﺘﻌﻠﻖ ﺑﺄي درﺟﺔ وﺿﻮح وﻣﻼﺣﻈﺔ ﻣﻦ ﻗﺒﻞ اﻵﺧﺮﻳﻦ ﻟﻤﻨﺘﺠﺎت اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ‪ .‬ﻟﻄﻔًﺎ أﺷﺮ ﺑﻤﺎ ﻳﻮاﻓﻖ‬
‫أو ﻻ ﻳﻮاﻓﻖ اﻟﻌﺒﺎرات اﻟﻤﺘﺪرﺟﺔ ﻣﻦ )‪ (١‬ﻻ أواﻓﻖ ﺑﺸﺪة إﻟﻰ )‪ (٥‬أواﻓﻖ ﺑﺸﺪة‬
‫أواﻓﻖ‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .١‬ﻳﻮﺟﺪ ﻋﺪد آﺒﻴﺮ ﻣﻦ أﺟﻬﺰة اﻟﻜﻤﺒﻴﻮﺗﺮ ﺣﻴﺚ ﻳﺴﺘﻄﻴﻊ اﻟﻨﺎس ﻓﻲ ﺷﺮآﺘﻨﺎ‬
‫اﻟﻮﺻﻮل إﻟﻰ اﻻﻧﺘﺮﻧﺖ واﺳﺘﺨﺪام اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ‪.‬‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٢‬أن اﻟﻌﺪﻳﺪ ﻣﻦ ﻣﻨﺎﻓﺴﻴﻨﺎ ﻓﻲ اﻟﺴﻮق ﺑﺪأوا ﺑﺈﺳﺘﺨﺪام اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ‪.‬‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٣‬اﻟﻌﺪﻳﺪ ﻣﻦ ﺷﺮآﺎﺋﻨﺎ وﻣﺰودﻳﻨﺎ ﻓﻲ اﻟﺴﻮق ﺑﺪأوا ﺑﺎﺳﺘﺨﺪام اﻟﺘﺠﺎرة‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٤‬ﺣﺴّﻨﺖ اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ اﻟﺘﻮاﺻﻞ اﻟﻮاﺿﺢ ﻣﻊ زﺑﺎﺋﻨﺎ ﻓﻲ ﺟﻤﻴﻊ‬
‫اﻻوﻗﺎت‪.‬‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪.٥‬أﻇﻬﺮت اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ ﻧﺘﺎﺋﺞ أﻓﻀﻞ ﻟﻸﻋﻤﺎل ﻋﻦ اﻟﻄﺮق اﻟﺘﻘﻠﻴﺪﻳﺔ‬
‫اﻟﺠﺰء اﻟﺮاﺑﻊ‪ :‬ﻋﻮاﻣﻞ اﻟﻤﻨﺸﺄة‪/‬اﻟﺸﺮآﺔ‬
‫هﺬا اﻟﺠﺰء ﻣﻦ اﻻﺳﺘﺒﻴﺎن ﻣﻌﻨﻲ ﺑﺎﻟﺘﺤﻘﻴﻖ ﻣﻦ اﻟﻌﻮاﻣﻞ اﻟﺪاﺧﻠﻴﺔ ﻟﺸﺮآﺘﻚ وﻋﻼﻗﺎﺗﻬﺎ ﺑﻤﺴﺘﻮﻳﺎت ﺗﺒﻨﻲ اﻟﺘﺠﺎرة‬
‫اﻹﻟﻜﺘﺮوﻧﻴﺔ ﻣﺜﻞ اﻟﻤﺼﺎدر اﻟﻤﺎﻟﻴﺔ‪ ،‬ﺣﺠﻢ اﻟﺸﺮآﺔ وﺧﺒﺮات ﺗﻜﻨﻮﻟﻮﺟﻴﺎ اﻟﻤﻌﻠﻮﻣﺎت ﻋﺒﺮ اﻟﻤﻮﻇﻔﻴﻦ‪.‬‬
‫س ‪ ( ١١‬هﺬﻩ اﻟﻌﺒﺎرات ﺗﺘﻌﻠﻖ ﺑﺂراء ﺷﺮآﺘﻚ ﺣﻮل اﻟﻤﺘﻄﻠﺒﺎت اﻟﻤﺎﻟﻴﺔ ﻟﺘﺒﻨﻲ اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ‪ .‬ﻟﻄﻔﺎ أﺷﺮ ﻋﻠﻰ ﻣﺪى اﻟﻤﻮاﻓﻘﺔ أو‬
‫ﻋﺪم اﻟﻤﻮاﻓﻘﺔ ﺣﻮل هﺬﻩ اﻟﻌﺒﺎرات اﻟﻤﺘﺪرﺟﺔ ﻣﻦ )‪ (١‬ﻻ أواﻓﻖ ﺑﺸﺪة إﻟﻰ )‪ (٥‬ﺑﺸﺪة أواﻓﻖ‪.‬‬
‫أواﻓﻖ‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .١‬ﻳﺘﻄﻠﺐ ﺗﻨﻔﻴﺬ ﺗﻄﺒﻴﻘﺎت اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ آﻠﻔﺔ ﻋﺎﻟﻴﺔ ﺟﺪًا ﻋﻠﻰ ﺷﺮآﺘﻨﺎ‪.‬‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٢‬آﻠﻔﺔ اﻟﻮﺻﻮل ﻟﻼﻧﺘﺮﻧﺖ ﻋﺎﻟﻴﺔ ‪.‬‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪.٣‬ﻻ ﺗﻮﺟﺪ ﻟﺪى اﻟﺸﺮآﺔ ﻣﻴﺰاﻧﻴﺔ آﺎﻓﻴﻪ ﻟﺘﻄﺒﻴﻖ وﺗﺘﺒﻨﻲ و اﻟﺤﻔﺎظ ﻋﻠﻰ ﻧﻈﺎم‬
‫اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ ‪.‬‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٤‬ﺗﺘﻄﻠﺐ ﺗﻄﺒﻴﻘﺎت اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ آﻠﻒ إﺿﺎﻓﻴﺔ ﻟﺘﺪرﻳﺐ اﻟﻤﻮﻇﻔﻴﻦ ﻋﻦ‬
‫آﻴﻔﻴﺔ اﺳﺘﺨﺪاﻣﻬﺎ ‪.‬‬
‫س ‪ ( ١٢‬اﻟﻌﺒﺎرات اﻟﺘﺎﻟﻴﺔ ﺗﺘﻌﻠﻖ ﺑﺮأﻳﻚ ﻋﻦ ﻣﺴﺘﻮى اﻟﻤﻌﺮﻓﺔ ﺑﺘﻜﻨﻮﻟﻮﺟﻴﺎ اﻟﻤﻌﻠﻮﻣﺎت ﻟﺪى اﻟﻤﻮﻇﻔﻴﻦ اﻟﻌﺎﻣﻠﻴﻦ ﻟﺪﻳﻚ‪ .‬ﻟﻄﻔﺎ أﺷﺮ ﻋﻠﻰ‬
‫ﻣﺪى اﻟﻤﻮاﻓﻘﺔ أو ﻋﺪم اﻟﻤﻮاﻓﻘﺔ ﺣﻮل هﺬﻩ اﻟﻌﺒﺎرات اﻟﻤﺘﺪرﺟﺔ ﻣﻦ )‪ (١‬ﻻ أواﻓﻖ ﺑﺸﺪة إﻟﻰ )‪ (٥‬ﺑﺸﺪة أواﻓﻖ‬
‫أواﻓﻖ‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .١‬ﻟﺪى اﻟﻤﻮﻇﻔﻴﻦ ﻓﻲ ﺷﺮآﺘﻨﺎ اﻟﻤﻌﺮﻓﺔ اﻟﻀﺮورﻳﺔ واﻟﻔﻬﻢ ﻟﻠﺘﺠﺎرة‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٢‬اﻟﻤﻮﻇﻔﻴﻦ ﻓﻲ ﺷﺮآﺘﻨﺎ ﻟﺪﻳﻬﻢ ﺧﺒﺮة و ﻣﻌﺮﻓﺔ ﺑﺎﺳﺘﺨﺪام اﻟﺤﺎﺳﺐ اﻵﻟﻲ‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٣‬ﻟﺪى ﺷﺮآﺘﻨﺎ ﻣﻮﻇﻔﻴﻦ ﻣﺘﺨﺼﺼﻴﻦ وﻋﻠﻰ دراﻳﺔ ﻓﻲ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ‬
‫اﻟﻤﻌﻠﻮﻣﺎت ‪.‬‬
‫س ‪ ( ١٣‬آﻢ ﻋﺪد اﻟﻤﻮﻇﻔﻴﻦ اﻟﻌﺎﻣﻠﻴﻦ ﻓﻲ ﺷﺮآﺘﻚ‬

‫أﻗﻞ ﻣﻦ ‪١٠‬‬
‫ﻣﻦ ‪٥٠ – ١٠‬‬
‫أآﺜﺮ ﻣﻦ ‪٥٠‬‬
‫اﻟﺠﺰء اﻟﺨﺎﻣﺲ‪ :‬ﻋﻮاﻣﻞ إدارﻳﺔ‬
‫هﺬا اﻟﺠﺰء ﻣﻦ اﻻﺳﺘﺒﻴﺎن ﻳﻬﺘﻢ ﺑﻔﺤﺺ اﻟﻌﻮاﻣﻞ اﻟﺘﻲ ﻗﺪ ﺗﺆﺛﺮ ﻋﻠﻰ ﺻﻨﻊ اﻟﻘﺮار ﺑﺘﺒﻨﻲ اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ‬
‫وﺗﺮآﺰ ﻋﻠﻰ اﻟﻌﻮاﻣﻞ اﻹدارﻳﺔ ﻣﺜﻞ ﻣﺪى اﻟﺴﻠﻄﺔ‪ ،‬ﺗﺠﻨﺐ ﻋﺪم اﻟﻴﻘﻴﻦ‪ ،‬دﻋﻢ اﻹدارة و ﻣﻮﻗﻒ اﻟﻤﺪﻳﺮ‪.‬‬
‫س ‪ (١٤‬اﻟﻌﺒﺎرات اﻟﺘﺎﻟﻴﺔ ﺗﺴﺄﻟﻚ ﻋﻦ ﻃﺒﻴﻌﺔ ﻋﻼﻗﺘﻚ ﻣﻊ ﻣﻮﻇﻔﻲ ﺷﺮآﺘﻚ ‪ ،‬ﻟﻄﻔﺎ أﺷﺮ ﻋﻠﻰ ﻣﺪى اﻟﻤﻮاﻓﻘﺔ أو ﻋﺪم اﻟﻤﻮاﻓﻘﺔ ﺣﻮل‬
‫هﺬﻩ اﻟﻌﺒﺎرات اﻟﻤﺘﺪرﺟﺔ ﻣﻦ )‪ (١‬ﻻ أواﻓﻖ ﺑﺸﺪة إﻟﻰ )‪ (٥‬ﺑﺸﺪة أواﻓﻖ‪.‬‬
‫أواﻓﻖ‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .١‬ﻳﺘﺸﺎرك اﻟﻤﺪراء اﻟﻤﻌﻠﻮﻣﺎت ﻣﻊ اﻟﻤﻮﻇﻔﻴﻦ‪.‬‬

‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٢‬أﻧﻪ ﻏﺎﻟﺒﺎ و ﻣﻦ اﻟﻀﺮوري ﻟﻠﻤﺴﺆول اﺳﺘﺨﺪام اﻟﺴُﻠﻄﺔ واﻟﻘﻮة ﻋﻨﺪ اﻟﺘﻌﺎﻣﻞ ﻣﻊ‬
‫اﻟﻤﻮﻇﻔﻴﻦ‪.‬‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٣‬ﻳﺠﺐ ﻋﻠﻰ اﻟﻤﺪراء اﻟﺤﺬر ﺑﺄن ﻻ ﻳﺴﺄﻟﻮا ﻋﻦ ﺁراء اﻟﻤﻮﻇﻔﻴﻦ ﻟﺪﻳﻪ ﺑﺸﻜﻞ‬
‫ﻣﺘﻜﺮر ‪.‬‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٤‬ﻋﻠﻰ اﻟﻤﺪﻳﺮ أن ﻳﺘﺠﻨﺐ اﻟﺘﺂﻟﻒ اﻻﺟﺘﻤﺎﻋﻲ ﻣﻊ اﻟﻤﻮﻇﻔﻴﻦ ﻟﺪﻳﻪ ﻓﻲ اﻟﺸﺮآﺔ‪.‬‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٥‬ﻳﺠﺐ ﻋﻠﻰ اﻟﻤﻮﻇﻔﻴﻦ اﻻﻧﺼﻴﺎع ﻟﻘﺮارات ﻣﺪراﺋﻬﻢ‪.‬‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٦‬ﻳﺠﺐ ﻋﻠﻰ اﻟﻤﺪراء اﻟﺤﺬر ﻣﻦ إﻧﺘﺪاب ﻣﻬﻤﺎت ﺻﻌﺒﺔ وﻣﻬﻤﺔ ﻟﻠﻤﻮﻇﻔﻴﻦ ﻟﺪﻳﻬﻢ‪.‬‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٧‬ﻳﺠﺐ ﻋﻠﻰ اﻟﻤﺪراء اﺗﺨﺎذ ﻣﻌﻈﻢ ﻗﺮاراﺗﻬﻢ دون اﺳﺘﺸﺎرة اﻟﻤﻮﻇﻔﻴﻦ ﻟﺪى‬
‫اﻟﺸﺮآﺔ ‪.‬‬
‫س ‪ (١٥‬اﻟﻌﺒﺎرات اﻟﺘﺎﻟﻴﺔ ﺗﺴﺄل ﻋﻦ رأﻳﻚ ﻋﻦ دﻋﻤﻚ واهﺘﻤﺎﻣﻚ ﺑﺘﻨﻔﻴﺬ اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ ﻓﻲ ﺷﺮآﺘﻚ‪ .‬ﻟﻄﻔًﺎ أﺷﺮ ﻋﻠﻰ ﻣﺪى‬
‫اﻟﻤﻮاﻓﻘﺔ أو ﻋﺪم اﻟﻤﻮاﻓﻘﺔ ﺣﻮل هﺬﻩ اﻟﻌﺒﺎرات اﻟﻤﺘﺪرﺟﺔ ﻣﻦ )‪ (١‬ﻻ أواﻓﻖ ﺑﺸﺪة إﻟﻰ )‪ (٥‬ﺑﺸﺪة أواﻓﻖ‪.‬‬
‫أواﻓﻖ‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .١‬أﻧﺎ ﻣﺴﺘﻌﺪ أن أزود ﺑﺎﻟﻤﻮارد اﻟﻼزﻣﺔ و اﻟﻀﺮورﻳﺔ ﻟﺘﺒﻨﻲ اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٢‬أﻧﺎ أﻋﺘﻘﺪ ﺑﺄهﻤﻴﺔ اﺳﺘﺨﺪام اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ ﻓﻲ أﻋﻤﺎﻟﻨﺎ اﻟﺘﺠﺎرﻳﺔ‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٣‬ﻟﺪﻳﻨﺎ اﻟﺮؤﻳﺎ اﻟﻮاﺿﺤﺔ ﻓﻲ أﻋﻤﺎﻟﻨﺎ ﻋﻦ ﺗﻘﻨﻴﺎت اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ‬
‫س ‪ (١٦‬ﺗﺒﺤﺚ اﻟﻌﺒﺎرات اﻟﺘﺎﻟﻴﺔ ﻋﻦ رأﻳﻚ ﺑﺎﻟﺘﻌﺎﻣﻞ ﻣﻊ اﻟﻈﺮوف ﻏﻴﺮ اﻟﻤﺆآﺪة اﻟﻤﺘﻌﻠﻘﺔ ﺑﺘﻨﻔﻴﺬ اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ‪ .‬ﻟﻄﻔًﺎ أﺷﺮ‬
‫ﻋﻠﻰ ﻣﺪى اﻟﻤﻮاﻓﻘﺔ أو ﻋﺪم اﻟﻤﻮاﻓﻘﺔ ﺣﻮل هﺬﻩ اﻟﻌﺒﺎرات اﻟﻤﺘﺪرﺟﺔ ﻣﻦ )‪ (١‬ﻻ أواﻓﻖ ﺑﺸﺪة إﻟﻰ )‪ (٥‬ﺑﺸﺪة أواﻓﻖ‪.‬‬
‫أواﻓﻖ‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .١‬أﻧﺎ ﻣﺴﺘﻌﺪ ﻷﺧﺬ اﻟﻤﺠﺎزﻓﺔ ﻟﺘﺒﻨﻲ ﺗﻄﺒﻴﻘﺎت اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ ﻓﻲ ﻣﻨﺸﺄﺗﻲ‬
‫اﻟﺘﺠﺎرﻳﺔ‪.‬‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٢‬أﻧﺎ ﻣﺴﺘﻌﺪ ﻋﻠﻰ ﺗﻘﺒﻞ اﻟﺘﻐﻴﺮ ﻣﻦ اﻷﻋﻤﺎل اﻟﺘﻘﻠﻴﺪﻳﺔ إﻟﻰ اﻷﻋﻤﺎل اﻹﻟﻜﺘﺮوﻧﻴﺔ ‪.‬‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٣‬أﻧﺎ ﻋﻠﻰ إﺳﺘﻌﺪاد اﻟﺘﺤﻤﻞ ﻋﻦ اﻟﻨﺘﺎﺋﺞ اﻟﻐﺎﻣﻀﺔ واﻟﻐﻴﺮ اﻟﻤﺆآﺪة ﻟﻘﺮار ﺗﺒﻨﻲ‬
‫اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ‪.‬‬
‫س ‪ : (١٧‬اﻟﻌﺒﺎرات اﻟﺘﺎﻟﻴﺔ ﺗﺘﻌﻠﻖ ﺑﻤﺸﺎﻋﺮك اﺗﺠﺎﻩ اﻻﻧﺘﺮﻧﺖ وﺗﻄﺒﻴﻘﺎت اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ‪ ،‬ﻟﻄﻔﺎ أﺷﺮ ﻋﻠﻰ ﻣﺪى اﻟﻤﻮاﻓﻘﺔ أو‬
‫أواﻓﻖ‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .١‬أﺟﺪ اﻟﻤﺘﻌﺔ ﻓﻲ اﻟﺘﻔﺎﻋﻞ ﻣﻊ اﻻﻧﺘﺮﻧﺖ‬

‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٢‬اﺳﺘﺨﺪام اﻟﻤﻮﻗﻊ اﻻﻟﻜﺘﺮوﻧﻲ ﻳﺰودﻧﻲ ﺑﻤﺘﻌﺔ آﺒﻴﺮة‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٣‬أﻧﺎ أﺣﺐ ﻓﻜﺮة ﺗﺒﻨﻲ اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ ﻓﻲ ﺷﺮآﺘﻲ‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٤‬أﻋﺘﻘﺪ أن اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ ﺳﻮف ﺗُﻄﺒﻖ ﻋﻠﻰ اﻟﺸﺮآﺎت اﻟﺼﻐﻴﺮة‬
‫وﻣﺘﻮﺳﻄﺔ اﻟﺤﺠﻢ ﻓﻲ اﻟﻤﺴﺘﻘﺒﻞ اﻟﻘﺮﻳﺐ‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٥‬اﻋﺘﻘﺪ أن ﺗﺒﻨﻲ اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ ﺳﻮف ﻳﻜﻮن ﻣﻔﻴﺪًا ﻟﺸﺮآﺘﻲ‬
‫اﻟﺠﺰء اﻟﺴﺎدس‪ :‬اﻟﻌﻮاﻣﻞ اﻟﺒﻴﺌﻴﺔ‬

‫هﺬا اﻟﺠﺰء ﻣﻦ اﻻﺳﺘﺒﻴﺎن ﻣﻌﻨﻲ ﺑﻔﺤﺺ اﻟﻌﻮاﻣﻞ اﻟﺨﺎرﺟﻴﺔ اﻟﺘﻲ ﻳﻤﻜﻦ أن ﺗﺆﺛﺮ ﻋﻠﻰ ﺻﻨﻊ اﻟﻘﺮار ﺑﺘﺒﻨﻲ‬
‫اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ ﻓﻲ اﻟﺸﺮآﺔ ﻣﺜﻞ ﺿﻐﻂ اﻟﻤﻨﺎﻓﺴﻴﻦ‪ ،‬ﺿﻐﻂ اﻟﺰﺑﺎﺋﻦ‪ ،‬ﺿﻐﻂ اﻟﻤﺰودﻳﻦ واﻟﺪﻋﻢ اﻟﺤﻜﻮﻣﻲ‪.‬‬
‫س ‪ (١٨‬ﺗﺒﺤﺚ اﻟﻌﺒﺎرات اﻟﺘﺎﻟﻴﺔ ﻋﻦ أﻓﻜﺎرك ﺣﻮل ﺗﺄﺛﻴﺮ اﻟﻤﻨﺎﻓﺴﻴﻦ ﻟﺸﺮآﺘﻚ ﻋﻠﻰ ﻗﺮارﺗﻚ ﻓﻲ ﺗﺒﻨﻲ اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ‪ .‬ﻟﻄﻔًﺎ‬
‫أﺷﺮ ﻋﻠﻰ ﻣﺪى اﻟﻤﻮاﻓﻘﺔ أو ﻋﺪم اﻟﻤﻮاﻓﻘﺔ ﺣﻮل هﺬﻩ اﻟﻌﺒﺎرات اﻟﻤﺘﺪرﺟﺔ ﻣﻦ )‪ (١‬ﻻ أواﻓﻖ ﺑﺸﺪة إﻟﻰ )‪ (٥‬ﺑﺸﺪة‬
‫أواﻓﻖ‪.‬‬
‫أواﻓﻖ‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪.١‬ﺗﻮﺟﺪ ﻣﻨﺎﻓﺴﺔ ﺷﺪﻳﺪة ﺑﻴﻦ ﺷﺮآﺘﻲ و اﻟﺸﺮآﺎت اﻷﺧﺮى ﻓﻲ ﻧﻔﺲ ﻣﺠﺎل اﻟﻌﻤﻞ‪.‬‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٢‬ﺑﻌﺾ ﻣﻨﺎﻓﺴﻴﻨﺎ ﻗﺪ ﺗﺒﻨﻰ اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ‪.‬‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٣‬أن ﻣﺆﺳﺴﺘﻨﺎ ﺗﺤﺖ ﺿﻐﻂ اﻟﻤﻨﺎﻓﺴﻴﻦ ﻟﺘﺒﻨﻲ اﻻﻧﺘﺮﻧﺖ و اﻟﺘﺠﺎرة اﻻآﺘﺮوﻧﻴﺔ‪.‬‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٤‬أﻧﻪ ﻣﻦ اﻟﺴﻬﻞ ﻋﻠﻰ زﺑﺎﺋﻨﻨﺎ أن ﻳﻐﻴﺮوا إﻟﻰ ﺷﺮآﺔ أﺧﺮى ذات ﺧﺪﻣﺎت ﻣﺸﺎﺑﻬﺔ‬
‫دون أي ﺻﻌﻮﺑﺔ‪.‬‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٥‬ﻳﺴﺘﻄﻴﻊ زﺑﺎﺋﻨﻨﺎ ﺑﺴﻬﻮﻟﺔ اﻟﻮﺻﻮل إﻟﻰ اﻟﻌﺪﻳﺪ ﻣﻦ اﻟﻤﻨﺘﺠﺎت واﻟﺨﺪﻣﺎت اﻟﻤﻮﺟﻮدة‬
‫ﻟﺪﻳﻨﺎ ﻣﻦ ﻣﺼﺎدر ﻣﺨﺘﻠﻔﺔ اﺧﺮى‪.‬‬
‫ﺗﺒﺤﺚ اﻟﻌﺒﺎرات اﻟﺘﺎﻟﻴﺔ ﻋﻦ أﻓﻜﺎرك ﺣﻮل ﺗﺄﺛﺮأﻧﺸﻄﺔ ﺷﺮآﺘﻚ ﺑﺎﻟﻤﻮردﻳﻦ‪/‬اﻟﺸﺮآﺎء ﻓﻲ ﻗﺮار ﺑﺘﻨﻲ اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ‪.‬‬ ‫س ‪(١٩‬‬
‫ﻟﻄﻔًﺎ أﺷﺮ ﻋﻠﻰ ﻣﺪى اﻟﻤﻮاﻓﻘﺔ أو ﻋﺪم اﻟﻤﻮاﻓﻘﺔ ﺣﻮل هﺬﻩ اﻟﻌﺒﺎرات اﻟﻤﺘﺪرﺟﺔ ﻣﻦ )‪ (١‬ﻻ أواﻓﻖ ﺑﺸﺪة إﻟﻰ )‪ (٥‬ﺑﺸﺪة‬
‫أواﻓﻖ‪.‬‬
‫أواﻓﻖ‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .١‬ﺗﻌﺘﻤﺪ ﺷﺮآﺘﻨﺎ ﻋﻠﻰ ﺷﺮآﺎت أﺧﺮى واﻟﺘﻲ هﻲ ﺑﺎﻟﻔﻌﻞ ﺗﺴﺘﺨﺪام اﻟﺘﺠﺎرة‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٢‬أن اﻟﻌﺪﻳﺪ ﻣﻦ ﻣﻮردﻳﻨﺎ وﺷﺮآﺎﺋﻨﺎ ﻗﺪ ﺗﺒﻨﻮا اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ ‪.‬‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٣‬ﻃﺒﻴﻌﺔ ﻣﺠﺎل ﻋﻤﻠﻨﺎ ﺗﻀﻐﻂ ﻋﻠﻴﻨﺎ ﻣﻦ أﺟﻞ ﺗﺒﻨﻲ اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ‪.‬‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٤‬ﻏﺎﻟﺒﻴﺔ ﻣﻮردﻳﻨﺎ و ﺷﺮآﺎﺋﻨﺎ ﻓﻲ اﻟﻌﻤﻞ ﻳﻄﺎﻟﺒﻮن ﺑﺈﺗﺼﺎل وﺗﺒﺎدل اﻟﻤﻌﻠﻮﻣﺎت ﻣﻌﻬﻢ‬
‫ﻋﺒﺮ ﻗﻨﻮات ﺗﻘﻨﻴﺔ ﺣﺪﻳﺜﺔ )ﻣﺜﻞ اﻟﻔﺎآﺲ‪ ،‬اﻟﺒﺮﻳﺪ اﻻآﺘﺮوﻧﻲ ‪،‬اﻟﺦ (‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪.٥‬ﻏﺎﻟﺒﻴﺔ ﻣﻮردﻳﻨﺎ و ﺷﺮآﺎﺋﻨﺎ ﻳﻄﻠﺒﻮن ﻣﻨﺎ اﻟﻌﻤﻞ ﺑﺎﻟﺘﺠﺎرة اﻹآﺘﺮوﻧﻴﺔ ﻟﺘﻌﺎﻣﻞ ﻣﻌﻬﻢ‬
‫اﻟﻌﺒﺎرات اﻟﺘﺎﻟﻴﺔ ﺗﺒﺤﺚ أﻓﻜﺎرك ﻋﻦ ﺗﺄﺛﻴﺮ زﺑﺎﺋﻦ ﺷﺮآﺘﻚ ﻋﻠﻰ ﻗﺮار ﺗﺒﻨﻲ اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ‪ .‬ﻟﻄﻔًﺎ أﺷﺮ ﻋﻠﻰ ﻣﺪى‬ ‫س ‪(٢٠‬‬
‫اﻟﻤﻮاﻓﻘﺔ أو ﻋﺪم اﻟﻤﻮاﻓﻘﺔ ﺣﻮل هﺬﻩ اﻟﻌﺒﺎرات اﻟﻤﺘﺪرﺟﺔ ﻣﻦ )‪ (١‬ﻻ أواﻓﻖ ﺑﺸﺪة إﻟﻰ )‪ (٥‬ﺑﺸﺪة أواﻓﻖ‪.‬‬
‫أواﻓﻖ‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪.١‬ﻏﺎﻟﺒﻴﺔ زﺑﺎﺋﻨﻨﺎ ﻳﻄﻠﺒﻮﻧﻨﺎ ﺑﺘﺒﻨﻲ اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪.٢‬ﻣﻦ اﻟﻤﺤﺘﻤﻞ ان ﺗﻔﻘﺪ ﺷﺮآﺘﻨﺎ اﻟﺰﺑﺎﺋﻦ اﻟﻤﺤﺘﻤﻠﻴﻦ إذا ﻟﻢ ﺗﺘﺒﻨﻰ اﻟﺘﺠﺎرة‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٣‬أن ﺷﺮآﺘﻨﺎ ﺗﺤﺖ ﺿﻐﻂ ﻣﻦ اﻟﺰﺑﺎﺋﻦ ﻟﺘﺒﻨﻲ اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ‬
‫س ‪ (٢١‬اﻟﻌﺒﺎرات اﻟﺘﺎﻟﻴﺔ ﺗﺘﻌﻠﻖ ﺑﺮأﻳﻚ ﺣﻮل اﻟﺪﻋﻢ اﻟﺤﻜﻮﻣﻲ ﻟﻘﺮار ﺗﺒﻨﻲ اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ‪ .‬ﻟﻄﻔﺎ أﺷﺮ ﻋﻠﻰ ﻣﺪى اﻟﻤﻮاﻓﻘﺔ أو‬
‫أواﻓﻖ‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .١‬ﺗﻘﺪم اﻟﻮآﺎﻻت اﻟﺤﻜﻮﻣﻴﺔ ﺗﺪرﻳﺒًﺎ وﺑﺮاﻣﺞ ﺗﻌﻠﻴﻤﻴﺔ ﻟﺸﺮآﺘﻨﺎ ﻟﺘﺒﻨﻲ اﻟﺘﺠﺎرة‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٢‬وﺟﻮد اﻟﺘﺸﺮﻳﻌﺎت اﻟﺤﻜﻮﻣﻴﺔ ﻟﻠﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ ﻓﻲ ﺣﻤﺎﻳﺔ اﻟﺒﺎﺋﻊ‬
‫واﻟﻤﺸﺘﺮي ﺷﺠﻌﺘﻨﺎ ﻋﻠﻰ ﺗﺒﻨﻲ اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ ‪.‬‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٣‬ﻳﻮﺟﺪ ﻟﺪى اﻟﺤﻜﻮﻣﺔ ﻗﻮاﻧﻴﻦ ﻓﻌﺎﻟﺔ ﻟﻤﻨﻊ ﺟﺮاﺋﻢ اﻻﻧﺘﺮﻧﺖ‪.‬‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٤‬ﺗﻘﺪم اﻟﺤﻜﻮﻣﺔ ﻟﻨﺎ ﻗﺮوﺿًﺎ ﻟﺘﺴﻬﻴﻞ ﺗﺒﻨﻲ اﻟﺘﺠﺎرة اﻹﻟﻜﺘﺮوﻧﻴﺔ ‪.‬‬
‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .٥‬اﻟﺤﻜﻮﻣﺔ ﻓﻌﺎﻟﺔ ﻓﻲ وﺿﻊ اﻟﺘﺴﻬﻴﻼت ﻟﺘﻤﻜﻴﻦ اﻟﺘﺠﺎرة ﺑﺎﻻﻧﺘﺮﻧﺖ‪.‬‬

A Conceptual Model of Factors Affecting E-Commerce Adoption by SME Owner/managers in Jordan

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A Conceptual Model of Factors Affecting E-Commerce Adoption by SME Owner/managers in Jordan

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Int. J. Business Information Systems, Vol. 21, No.

A conceptual model of factors affecting e-commerce

Mohammad Kasem Alrousan*

Abstract: Since the internet revolution, internet usage in business environment

Keywords: e-commerce; SMEs; adoption; technology acceptance model;

Reference to this paper should be made as follows: Alrousan, M.K. and

Biographical notes: Mohammad Kasem Alrousan is currently a PhD student at

Copyright © 2016 Inderscience Enterprises Ltd.

Eleri Jones is the Associate Dean (Research) in Cardiff School of Management.

Small and medium-size enterprises (SMEs) are important contributors to economic

2.1 Technology acceptance model

Figure 1 TRA by Fishbein and Ajzen (1975)

Figure 2 TAM by Davis (1989)

Source: Venkatesh and Davis (2000)

Source: Venkatesh and Bala (2008)

Figure 5 Culturally sensitive technology acceptance model (CTAM)

Source: Kushman et al. (2009)

2.2 DoI theory

2.3 TOE model

2.4 Hofstede’s cultural dimensions

lagged far behind developed countries in adopting e-business websites, according to

3 E-commerce adoption levels

Rayport and Jaworski (2002) proposed a four-stage model of e-commerce adoption in

Source: Spencer et al. (2012)

4 Proposed conceptual model

Figure 7 Proposed conceptual framework for e-commerce adoption level by SMEs

6.1 Respondent profile

Table 1 Demographic profile

Description Frequency Percent

6.2 Reliability and Statistical results

7 Discussion and conclusions

1 technological innovation factors which determine owner/manager attitudes toward

Part 1: general information

Q2 Which of the following is the highest Q3 What is your age?

Part 2: Current internet adoption in your company

Part 3: Attribution of innovation

1 E-commerce reduces the company’s overall operating cost 1 2 3 4 5

The following statements relates to your company’s viewpoints about compatibility of

Part 4: Organisational factors

1 Employees in our company have necessary knowledge and 1 2 3 4 5

Q12 How many employees are working in your company?

Part 5: Managerial factors

1 I am willing to provide necessary resources for 1 2 3 4 5

Part 6: Environmental factors

1 Our company depends on other firms that are already using 1 2 3 4 5

‫اﻟﺠﺰء اﻟﺜﺎﻧﻲ‪ :‬اﻟﺘﺒﻨﻲ اﻟﺤﺎﻟﻲ ﻟﻼﻧﺘﺮﻧﺖ ﻓﻲ ﺷﺮآﺘﻚ‬

‫اﻟﺠﺰء اﻟﺜﺎﻟﺚ‪ :‬إﺳﻨﺎد اﻹﺑﺘﻜﺎر‬

‫اﻟﺠﺰء اﻟﺮاﺑﻊ‪ :‬ﻋﻮاﻣﻞ اﻟﻤﻨﺸﺄة‪/‬اﻟﺸﺮآﺔ‬

‫س ‪ ( ١٣‬آﻢ ﻋﺪد اﻟﻤﻮﻇﻔﻴﻦ اﻟﻌﺎﻣﻠﻴﻦ ﻓﻲ ﺷﺮآﺘﻚ‬

‫اﻟﺠﺰء اﻟﺨﺎﻣﺲ‪ :‬ﻋﻮاﻣﻞ إدارﻳﺔ‬

‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .١‬ﻳﺘﺸﺎرك اﻟﻤﺪراء اﻟﻤﻌﻠﻮﻣﺎت ﻣﻊ اﻟﻤﻮﻇﻔﻴﻦ‪.‬‬

‫‪٥‬‬ ‫‪٤‬‬ ‫‪٣‬‬ ‫‪٢‬‬ ‫‪١‬‬ ‫‪ .١‬أﺟﺪ اﻟﻤﺘﻌﺔ ﻓﻲ اﻟﺘﻔﺎﻋﻞ ﻣﻊ اﻻﻧﺘﺮﻧﺖ‬

‫اﻟﺠﺰء اﻟﺴﺎدس‪ :‬اﻟﻌﻮاﻣﻞ اﻟﺒﻴﺌﻴﺔ‬

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