Table 2 Demographic profile of respondents (n = 315)
Related Figures (9)
International Journal of Management Sciences and Business Research, March-2019 ISSN (2226-8235) Vol-8, Issue 3 Figure 1. The research framework International Journal of Management Sciences and Business Research, March-2019 ISSN (2226-8235) Vol-8, Issue 3 = —_ oe a ee In today’s competitive environment, organizations need to regularly assess advances in modern technologies and adapt them to gain competitive advantages. In the context of B2B e-commerce adoption, several researchers have identified competitive pressure to be the best external predictor of B2B e-commerce adoption in SMEs (Grandon & Pearson, 2004; Sila & Dobni, 2012; Sin et al., 2016). It is believed that competitive pressure influences the adoption of technology when SMEs observe that such technologies can strengthen their competitive position and assist them in achieving performance and sustained competitive advantage (Grandon & Pearson, 2004; Huy et al. 2012). Manufacturing SMEs have to adopt B2B e- commerce when faced with a high level of competition. Thus, this hypothesis is proposed: H4. There is a positive relationship between competitive pressure and B2B_ e-commerce adoption. Business partners’ pressure reflects the extent of Table 4. Correlations and squared roots of AVEs of organizational culture (second-order construct) 5.2. Structural Model and Hypotheses Testing survey data collected and the proposed research model. The model fit and quality indices for the structural model had acceptable values and Figure 2. Structural Model of the Direct Effect Testing EE EEE EEE ES In testing the moderating role of organizational culture, an interaction model between the predictors (TOE related factors) and organizational culture on the criterion variable (B2B e-commerce was initiated. The results are shown in Ta adoption) ble 7. The results indicated a negative moderating path coefficient between top management su pport and organizational culture (§ = -0.121; p < 0.05), while the path coefficients of the other TOE related factors were reasonably weak (less than 0.1) and insignificant (p > 0.05). The negative moderating effect of organizational culture on the relationship between top management support and B2B e- commerce adoption was significant. Figure 3 shows the value of the direct and interaction effect of top management support with organizational culture toward B2B e-commerce adoption. International Journal of Management Sciences and Business Research, March-2019 ISSN (2226-8235) Vol-8, Issue 3 ** p< 0.05, OC - Organizational culture, S.E - Standard error, S - Significant, NS - Non-significant International Journal of Management Sciences and Business Research, March-2019 ISSN (2226-8235) Vol-8, Issue 3 SOME MET Se SSE Ee Ee In the context of organizational context factors, it was found that an organization’s readiness is an important determinant that positively and significantly influences B2B e-commerce adoption among manufacturing SMEs in Ghana. This explains that regardless of the business type, there are the technical know-how and financial resources within the manufacturing SMEs in Ghana. This empirical study affirms the findings of Huy et al. (2012), Grandon and Pearson (2004) and Mishra and Agarwal (2010) who found that SMEs possess the technological, human and financial resources to adopt B2B e-commerce. The finding suggests the existence of reliable internet broadband connectivity from telecommunication network providers, and the existence of manufacturing SMEs’ level of technical skills and human resources that are conversant in IT applications to adopt B2B e-commerce technologies. Internet penetration has increased drastically in recent times which has its attendant impact on the related ICT innovation accessible to Ghanaian manufacturing SMEs. It also points to the fact that most of the manufacturing SMEs are aware of the benefits of technology adoption. In fact, these B2B e-commerce technologies may be relevant in supporting their business activities and information exchange inside and outside their operations. — Pi 4g . 7 7 ——— sa mY é. nr ae ge
