This paper investigates which drivers affect information technology (IT) adoption and which factors relate to a successful IT implementation in small businesses, where the adoption rate is traditionally low and the failure rate is high. The findings from this study suggest that customers are the main driving force of IT adoption. When it comes to IT implementation, our results suggest that managers/owner–managers must engage with five factors: organization, internal IT resources, external IT consultants, supplier relations, and customer relations. These findings give further insight into IT adoption in small businesses and highlight the importance of customer relations in the adoption process.

Purpose -The aim of this research is to gain a clearer understanding of information technology (IT) adoption in small and medium-sized enterprises (SMEs) by analysing and contrasting the current literature. Whilst describing how and why SMEs acquire IT, the paper also seeks to highlight the enablers as well as the inhibitors that influence the adoption process. Design/methodology/approach -The method was a review of literature including empirical research and case studies related to IT adoption from various databases such as Business Premier, Science Direct, JStor and Emerald Insight. Supporting material was accessed from reference books regarding similar concepts and theories. Findings -The literature suggests that SMEs adopt IT for many reasons. In general, the majority of the changes result from pressures from both internal and external sources. In addition to these drivers, there are factors that influence the process either directly or indirectly. Based on these different perspectives the paper proposes a conceptual framework that is composed of those perspectives that are relevant to the adoption of IT in SMEs. Research limitations/implications -This conceptual framework for the IT adoption process is based on the existing literature. It is open to and requires empirical testing to determine its relevance and validity in a practical setting. Originality/value -The paper demonstrates the process of IT adoption in SMEs by combining perspectives from the literature. The framework will help adopters gain a practical overview of the IT adoption process in SMEs.

Access to this document was granted through an Emerald subscription provided by UNIVERSITY OF GUELPH For Authors:If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service. Information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comWith over forty years' experience, Emerald Group Publishing is a leading independent publisher of global research with impact in business, society, public policy and education. In total, Emerald publishes over 275 journals and more than 130 book series, as well as an extensive range of online products and services. Emerald is both COUNTER 3 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -Customer relationship management (CRM) is an information system that tracks customers' interactions with the firm and allows employees to instantly pull up information about the customers such as past sales, service records, outstanding records and unresolved problem calls. This paper aims to put forward strategies for successful implementation of CRM and discusses barriers to CRM in e-business and m-business. Design/methodology/approach -The paper combines narrative with argument and analysis.Findings -CRM stores all information about its customers in a database and uses this data to coordinate sales, marketing, and customer service departments so as to work together smoothly to best serve their customers' needs. Originality/value -The paper demonstrates how CRM, if used properly, could enhance a company's ability to achieve the ultimate goal of retaining customers and gain strategic advantage over its competitors.

Purpose – The aim of this paper is to use an innovation decision process to examine CRM technology adoption in small to medium-sized enterprises and its intrinsic link to the nature of the organisation and the individuals within it. Design/methodology/approach – A survey was administered to SMEs in Southern California to measure the organisational characteristics, specifically management characteristics, employee characteristics, IT resources and firm characteristics. The perception of CRM, decision to adopt CRM, and extent of CRM implementation were also measured. Previously validated instruments were used where required. The data were analysed using multivariate and logistic regression. Findings – The results indicate that management's innovativeness affects the firm's perception of CRM systems, but age, education and gender do not. The decision to implement a CRM system is influenced by management's perception of CRM, employee involvement, the firm's size, its perceived market position, but not the industry sector. However, the number and types of CRM features implemented are affected by management's perception of CRM, employee involvement, the firm's size, the industry sector, but not its perceived market position. Research limitations/implications – This study is specific to Southern California and the sample size is relatively small, although sufficient for this analysis. The study should be replicated in more diverse geographic settings with a larger sample. Practical implications – The study provides evidence of the need for management to be supportive of innovation and technology, to evaluate the available resources (IT knowledge, skills, infrastructure) within the organisation, to recognise the importance of employees' contributions, and to be aware of the features appropriate to their company's size and industry sector before undertaking CRM technology adoption. Originality/value – The findings from this study extend the understanding of CRM adoption in SMEs and help in building a greater understanding of the factors associated with such adoption. It will be of great value to owners/managers in SMEs who are considering adopting CRM.

Purpose-The customer relationship management (CRM) technology adoption process in small-and medium-sized enterprises (SMEs) is an under-researched area and the purpose of this paper is to extend the knowledge and offer greater understanding of the CRM adoption process through an empirical study in the USA. Design/methodology/approach-In this study it is hypothesized that the likelihood of CRM technology being adopted is dependent on management characteristics, organizational characteristics and management's perception of CRM technology. To investigate the proposed model a survey of SMEs in the retail, manufacturing and services sectors was conducted in Southern California, USA. Findings-The results indicate that management characteristics significantly influence a firm's perception of CRM technology specifically innovativeness and positive attitude to CRM. Organizational characteristics such as the employee, information technology (IT) resources, a firms' innovativeness influence the likelihood that CRM technology will be adopted and the extent to which CRM technology will be implemented. Research limitations/implications-First, the industries focused on were in retail, manufacturing and services. Second, the sample was geographically specific to Southern California. Third, the sample size in this study was relatively small, although it is within the testable range. Finally, only one respondent was surveyed from each firm. Practical implications-Management regardless of gender, age or education level, must be supportive, innovative and have a positive attitude towards the new IT application, as positive perception will likely to lead to decision to adopt. In addition, there must be innovation within the organization and the firm must have the ability to absorb knowledge and to use it. There must be an availability of IT resources, both infrastructure and skills to support the change. Originality/value-The results of this study have implications for CRM adoption in SMEs. More importantly, they suggest a framework which demonstrates the necessary linkage between organizational characteristics and CRM adoption process.