Empirical Study on the Influencing Factors of Small and Medium Enterprises' Willingness to Adopt Digital Technologies under the Context of New-Quality Productive Forces

Authors

  • Jun Wu
  • Yang Zhou

DOI:

https://doi.org/10.54691/wxab2929

Keywords:

Small and Medium Enterprises; Digital Technologies; Influencing Factors; New-Quality Productive Forces.

Abstract

Under the development of new-quality productive forces, small and medium enterprises (SMEs) have encountered unprecedented challenges, and digital transformation has become the path to break through. Based on the TOE (Technology-Organization-Environment) analytical framework, this study explores the influencing factors of SMEs' willingness to adopt digital technologies in Guangdong Province. The findings indicate that at the technological level, perceived usefulness and perceived ease of use have significant positive impacts on SMEs' willingness to adopt digital technologies. At the organizational level, top management involvement has a significant positive effect on SMEs' willingness to adopt digital technologies, while the influence of top management attitudes is not significant. At the environmental level, mimetic pressure and normative pressure have significant positive impacts on SMEs' willingness to adopt digital technologies, but the impact of coercive pressure is not significant. Based on these findings, suggestions are put forward from the three levels mentioned above to assist SMEs in achieving digital transformation and upgrading.

Downloads

Download data is not yet available.

References

Zheng, Y. N. (2024). How to scientifically understand "new-type productive forces"? [J]. Bulletin of the Chinese Academy of Sciences, 39(05), 797-803.

Zhang, X. E., Wang, W., & Yu, Y. B. (2024). Research on the impact of digital intelligence transformation on enterprises' new-type productive forces [J/OL]. Science Research, 1-19. [Retrieved 29 May 2024].

Xu, T. D., & Peng, J. C. (2024). How to "adjust measures to local conditions" in developing new-type productive forces: A study on the development mode of new-type productive forces in China's provinces [J/OL]. Contemporary Economic Management, 1-10. [Retrieved 29 May 2024].

Yuan, Y. H., & Sun, Y. P. (2024). The impact and mechanism of supply chain core enterprises' digital transformation on SMEs' innovation [J/OL]. Scientific Research Management, 1-10. [Retrieved 29 May 2024].

Xia, Y. Q., & Meng, X. (2024). An analysis of the collaborative mechanism of dual-driven digital transformation of SMEs. Soft Science, 38(03), 99-106.

Li, L. W., Cheng, F., & Huang, Y. H. (2023). Preparedness for adversity or besieged from within and outside: Configuration antecedents of digital transformation of technology-based SMEs. Journal of Beijing Union University (Humanities and Social Sciences Edition), 21(01), 92-99.

Shi, Y. P., & Wang, Y. (2024). Digital transformation of SMEs: Focus, difficulties, and progress. Journal of Xinjiang Normal University (Philosophy and Social Sciences Edition), 45(01), 86-95.

Tornatzky, L. G., & Klein, K. J. (1982). Innovation characteristics and innovation adoption-implementation: A meta-analysis of findings. IEEE Transactions on Engineering Management, EM-29(1), 28-45.

Liu, M. C., & Ju, X. F. (2012). Research on influencing factors of e-commerce technology diffusion based on TOE model. Journal of Information System, (02), 13-30.

Peng, H. X., Xu, X. H., & Zhang, Y. C. (2013). Research on decisive factors of enterprise adoption of RFID based on TOE framework. Technology Economics and Management Research, (11), 3-7.

Zhao, Y. P. (2018). Applicability analysis and empirical research of BIM from the perspective of TOE-UTAUT. Soft Science, 32(02), 101-105.

Tan, H. B., Fan, Z. T., & Du, Y. Z. (2019). Technological management capability, attention allocation, and local government website construction: A configurational analysis based on the TOE framework. Management World, 35(09), 81-94.

Davis, F. D. (1989). Perceived usefulness, perceived ease of use, and user acceptance of information technology. MIS Quarterly, 13(3), 340-391.

Bharadwaj, A., Sawy, O. A. E., Pavlou, P. A., et al. (2013). Digital business strategy: Toward a next generation of insights. MIS Quarterly, 37(2), 471-482.

Xiao, X., & Qi, W. D. (2019). The value dimension and theoretical logic of industrial digital transformation. Reform, (8), 61-70.

Hambrick, D. C., & Mason, P. A. (1984). Upper Echelons: The Organization as a Reflection of Its Top Managers. Academy of Management Review, 9(2), 193-206.

Singh, A., & Hess, T. (2017). How Chief Digital Officers Promote the Digital Transformation of their Companies. MIS Quarterly Executive, 16(1), 1-17.

Li, X. Y., Xue, Y. Z., & Niu, J. B. (2015). A review of enterprise strategic transformation research and the construction of a basic framework. Foreign Economics & Management, 37(12), 3-15.

Powell, W. W., & DiMaggio, P. J. (1983). The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields. American Sociological Review, 48(2), 147-160.

Xie, W. H., Li, Z. S., Su, F., & others. (2018). Executive support, big data capability, and business model innovation. R&D Management, 30(04), 152-162.

Liang, H., Saraf, N., & Xue, H. Y. (2007). Assimilation of enterprise systems: the effect of institutional pressures and the mediating role of top management. MIS Quarterly, 31(1), 59-87.

Downloads

Published

2024-06-23

Issue

Section

Articles

How to Cite

Wu, J., & Zhou, Y. (2024). Empirical Study on the Influencing Factors of Small and Medium Enterprises’ Willingness to Adopt Digital Technologies under the Context of New-Quality Productive Forces. Frontiers in Sustainable Development, 4(6), 38-47. https://doi.org/10.54691/wxab2929