*2.2.1 Individual factors*

Individual traits in a business manager or owner manager have been found to motivate SMEs in eCommerce adoption [29–34]. According to [34], Owner/manager factors relate to executive decisions that the SME owner/manager must make, what financial commitments to take relating to the overall direction of the firm, acquisition of new e-commerce infrastructure, whether the SME must consider e-commerce adoption or not, their appreciation or non-appreciation of ICT and new technological developments and the like. With the innovation of WSMA, an owner/manager should be a key champion to steer their firm in all decision-making processes. Furthermore, the ability of a manager to spearhead WSMA should be that which places great value on social factors [35] and innovativeness.

## *2.2.2 Behavioural factors*

A key factor for motivating B2B SMEs in Web 2.0 eCommerce is 'Trust'. Al-Adwan and Kokash [36] investigated the relationship between trust in social commerce and customers' purchase intentions by providing a mechanism to describe this relationship. Thus, a proposed model was developed based on three concepts: social presence, social commerce information seeking and familiarity with the platform [36]. A survey was designed and distributed to Facebook users. The findings demonstrated that 'trust' in a social networking site has positive influence on purchase intentions [36]. The researchers argue that trust encourages information seeking, which in turn improves purchase intentions [36], corroborating findings by Urena et al. [37]. Furthermore, both *social presence* and *familiarity* were found to enhance *trust* and *purchase intentions*. Furthermore, Urena et al., [37] studied *trust* and *reputation mechanisms* to provide a thorough understanding of new research challenges in WSMA in eCommerce communities. Similarly, a study by

#### *Adoption of Web 2.0 Social Media eCommerce in SMEs: Conceptualising Theories and Factors… DOI: http://dx.doi.org/10.5772/intechopen.109604*

Syuhada and Gambetta [38] in Indonesia found that *trust* is a significant component in the progression of eCommerce among SMEs.

In another context, Kanani and Glavee-Geo [39] took a focus on the problem of uncertainty in social commerce by investigating the influence of the number of positive review comments, seller popularity, customer service quality and return policy on seller uncertainty. Using a self-administered structured questionnaire for collecting data, the results of their analysis showed that the number of positive review comments, seller popularity and customer service quality had a negative influence on seller uncertainty [39]. Their study also concluded that a seller can offer a lenient return policy in addition to good customer service quality experiences lower levels of seller uncertainty than the seller that only offers good customer service [39].

In Thai context, Amornkitvikai et al., [40] noted that SMEs are still facing serious challenges in eCommerce development as compared with large enterprises. [30] examined the factors and barriers affecting the eCommerce sustainability of Thai retail and food and beverage (F&B) service SMEs in metropolitan Bangkok by applying the TOE framework. The findings by Amornkitvikai et al., [40] are that internal eCommerce tools (i.e. smartphones and websites) and external eCommerce platforms (i.e. social media, e-marketplaces and food delivery platforms) can enhance eCommerce sustainability. However, [40] found that the age of firms and owners (CEOs) affects eCommerce sustainability negatively. Additionally, [40] noted that Exports for B2B eCommerce and eCommerce experience can promote the eCommerce sustainability of Thai SMEs. However, they perceive that many consumers are still not literate in using eCommerce. According to [40], Thailand still has insufficient security to prevent hacking and malware, and SMEs' eCommerce literacy is insufficient to enhance their eCommerce sustainability. On the other hand, sustainable eCommerce can increase customer satisfaction, loyalty and trust through customer support, leading to more long-term online shopping [40].

#### *2.2.3 Technological factors*

The topic of Artificial Intelligence [AI] has become more prevalent in research studies. Keegan et al., [41] investigated the lack of empirical research on the adoption of AI in B2B marketing among business managers and engineers and academic experts in the field of AI. The researchers argued that AI adoption priorities and motives shape the power dynamics among the various network actors, including focal firms, AI suppliers and technology giant companies [41]. Their findings are that, in the context of AI adoption in B2B, both *technology and expertise* are key sources of power and that data create and perpetuate power negotiations and renegotiations in the network. Furthermore, [41] contributes to the power dependence theory (PDT) by showing that, through the adoption process, network actors' power is exchanged, exercised, counter-balanced and perpetuated, creating fluid network dynamics [41]. SMEs can leverage on the PDT [41] to extend their WSMA reach and strengthen their position in their specific eCommerce networks and industries.

By serving as a platform for open social interactions, popular social media technologies such as Facebook, Twitter, Instagram, Youtube, weChat, among others, have had an impact on the decision-making processes of organisations [41]. Social media can help close the gap between user interactions and channel preferences [41] that could provide more leverage for small firms that are struggling to improve their sales after a slump imposed by the Covid19 pandemic period. Notably, some factors that originated from social media may have triggered consumers' purchasing motivation

and developed a new consumption pattern online [42]. Furthermore, Appel et al., [43] assert that companies must be able to effectively understand and manage consumers via social media platforms. According to [3, 43], Twitter, which is one of the richest data resources on social media networks, can provide an avenue for analysing social media networks. Hence, this insight may be applied to SMEs in developing country contexts, including Zambia, who need to understand their consumers' purchase intentions.

In Poland, Chawla and Chodak [44] noted the increasing importance of social media in ecommerce development in small firms. The researchers designed and conducted an experiment on Facebook (FB) using a web-link in a real business environment, through the FB fanpage of a Polish eCommerce store [44]. The results show that a web-link placed in the comments of an FB post, instead of the caption, is more lucrative [44]. Furthermore, the researchers also showed that, based on the aims of the campaign, such metrics can give valuable information about the optimal time for posting and the interval between posts [44]. This aspect can be followed by SMEs in developing countries using any social media platform of their choice.

Another characteristic of eCommerce in recent years opens up aspects that deal with the mobility of the users as they engage in business transaction. According to [45], this concerns mobile commerce. Hence, [45] argue that SMEs in developing countries may leverage the power of mobile commerce (m-commerce) in the design and engagement with the electronic markets. The research established that consumers are inclined towards m-commerce services that would provide website coupons, provide ease and secure access to information and impact connectivity in a more efficient way. Based on these needs, [45] noted that the capabilities of mobile commerce (m-commerce) could be leveraged through the integration of such technologies as Internet of Things (IoT), Artificial Intelligence (AI) and Machine Learning (ML), among others. However, most SMEs in Zambia lack technical knowledge of these technologies and applications. Furthermore, SMEs in general have limited time to experiment and try out new technologies in the digital space before implementing a strategy on a full scale.

In a study of SMEs in Hungary in a particular wine industry, [46] investigated how family businesses utilise social media tools, to determine what the purposes, benefits and challenges are and to discover competencies that are important in social networking and cooperation. The methodological design of their study used a case study with a qualitative content analysis. Their results showed that Facebook is the most popular social media tool that wineries use to increase brand awareness and reach new potential customers [46]. The researchers also provide a 'Social media roadmap' framework that could be applied by SMEs in other regions of the world, even developing countries. They summarise the application of social media in SMEs to comprise the following:


*Adoption of Web 2.0 Social Media eCommerce in SMEs: Conceptualising Theories and Factors… DOI: http://dx.doi.org/10.5772/intechopen.109604*


In other contexts, the electronic Word of Mouth (eWOM) is an approach being promoted for business discussions. Verma and Yadav [47] argue that there is a transition taking place in business scenario where the social media is the rock-bed for collaborations and sharing of information. They describe electronic word of mouth (eWOM) for consumer insight through text analytics, sentiment, hashtag analytics and other machine learning tools.

Lorenzo-Romero [48] undertook a study to analyse the omnichannel digital marketing strategies implemented by Spanish fashion and accessories companies with the aim of providing pleasant shopping experiences to their online consumers. The researchers undertook a qualitative analysis specifically consisting of in-depth interviews conducted with marketing managers who implement digital strategies in their businesses to improve the online experience of consumers in an omnichannel context. From a practical perspective, Lorenzo-Romero [48] argues that the Omnichannel concept can help inform companies' decision-making on how to best develop their consumers' omnichannel experience and, in consequence, improve consumers' behavioural responses such as personal participation, satisfaction and engagement with the firm. This approach is recommended for SMEs in developing countries such as Zambia.

#### *2.2.4 Organisational factors*

Extant studies have developed conceptual models and frameworks to understand factors that affect SMEs' eCommerce adoption using WSMA. Braojos-Gomez et al., [49] proposed a conceptual model in which *social competitor pressure, IT infrastructure capability, two organisational capabilities (marketing management and innovation management) and firm size enable small firms to learn to develop a social media competence.* The researchers then tested their model using the partial least squares-based structural equation modelling technique employing a unique secondary data set on a sample composed of the 100 small US firms included in the 2013 Forbes America's Best Small Companies ranking [49]. Their empirical analysis suggests that *IT* 

*infrastructure capability, social competitor pressure, marketing management and innovation management are key mechanisms through which small firms learn to develop a social media competence.* It is suggested that social media competence is more important for the smallest manufacturing firms even among a sample of small firms [49] which can give more impetus for SMEs in Zambia. The findings of [49] corroborate with the context of Southern African eCommerce SMEs such as Zambia.

According to Huria [2, 50], the development of eCommerce in recent years entails the need for organisations to plan on facilitations of trade and logistics for import and export. Some key areas worth consideration are (a) an undeveloped legal enabling environment; (b) a low level of readiness among border agencies to tackle e-commerce; (c) the need to improve national quality infrastructure; (d) poor integration of postal services with border agencies; (e) the need to improve air connectivity; (f) the poor reach of logistics and postal delivery in remote areas; and (g) the policy challenges created by exponentially advancing technologies in last mile logistics. It is imperative that SMEs in developing countries such as Zambia consider all aspects of eCommerce fulfilment even as they take up new markets and WSMA.

Entrepreneurship has also been incorporated in the eCommerce research in SMEs [5, 49, 51]. Park et al., [51] argue that social media platforms are an indispensable part of entrepreneurship practices, and as such they offer entrepreneurs a platform for business growth and brand development. Furthermore, [51] investigated factors such as prior knowledge, alertness and social media and found that they affected two aspects of opportunity which are the discovery and the creation of entrepreneurial opportunity.

In Saudi Arabia, Altayyar and Beaumont-Kerridge [52] found external factors affecting eCommerce adoption among SMEs. These are: government support, own postal addresses and delivery service, providing secure and trustworthy online payment options, low cost and high-speed internet connection, ICT-related educational programmes, supplier's willingness and readiness to participate or exert pressure, competitor's pressure, policy and regulations and business and national culture.

In the wake of WSMA in SMEs, Schmuck [53] introduces changes that may impact the business structure and operations due to the integration of social media, such as the application of *online business models*. Researchers [42, 53] and social marketing capabilities such as branding and innovation have been found to positively and significantly affect eCommerce.

#### *2.2.5 Environmental factors*

Environmental factors have been found to influence eCommerce adoption in extant studies. Government e-Readiness, market forces e-Readiness, systems and cyber security concerns and Support Industries e-Readiness [29–34]. SMEs in developing countries such as Zambia need assistance to understand and interpret business regulations in the environment at the local and global level. According to Cuellar-Fernandez and colleagues [54], SMEs can experience success in eCommerce entrepreneurship by adopting brick and click and internationalisation strategies.

#### *2.2.6 Social and cultural factors*

The role of culture in some instances has significantly played a key role in SME Web 2.0 eCommerce adoption in developing countries. In China, Miao et al. [55] describe the Guanxi culture which has been noted to boost entrepreneurship in

*Adoption of Web 2.0 Social Media eCommerce in SMEs: Conceptualising Theories and Factors… DOI: http://dx.doi.org/10.5772/intechopen.109604*

social commerce. In their case study, Miao et al. [55] developed a process model that described how customer entrepreneurs benefit from light entrepreneurship through acquiring knowledge and sharing knowledge within guanxi circles embedded in social media. Their study demonstrated that the roles of the mass entrepreneurship climate and the social commerce affordances in this benefit realisation process [55]. Certain group formations such as Agricultural and business cooperatives, enabled by social media interactions among SMEs in developing countries, are a great way to enhance Web 2.0 eCommerce adoption.

#### *2.2.7 Other factors and natural causes*

A conducive environment and Peace are other key factors that would affect Web 2.0 SME ecommerce adoption. Conflicts of nationals might create war which might inhibit WSMA in SMEs from participating in eCommerce. Issues of climate such as floods may inhibit smooth operation for SMEs in Web 2.0 eCommerce adoption.

## **3. The research methodology**

The research approach of this study is qualitative in nature, aiming to respond to the research questions and to draw deeper understanding of the theories, models and factors of WSMA eCommerce adoption. The application of theories is therefore regarded as a lens for understanding eCommerce adoption in the SMEs and not as a way of drawing comparisons among the theories and models. The first and major part is the review of literature using content analysis. Data collection was by means of searching in scholarly journals such as Elsevier.com, emeraldinsight.com and similar types that were published in the recent years, since 2012. Articles that matched the WSMA in eCommerce adoption were selected for analysis, included 58 articles. The latter part of methodology includes analysis of each of the articles, drawing themes and insight into theories and factors of Web 2.0 eCommerce adoption in SMEs. The research draws distinction between eCommerce adoption studies in general and those of recent times that place emphasis on social media technologies. These issues assisted in the collection of the 58 articles that met these criteria.

## **4. Results and findings**

It is observed that Web 2.0 eCommerce adoption has received substantial attention in theoretical reasoning in extant studies. The application of theories has had a varying emphasis with respect to the context of application and the extent of use of technology in WSMA. **Table 1** shows the key theories and models that have been identified in the literature.

The results corroborate findings by Idris [13], who argued that no individual theory or model is able to present a rich view of eCommerce adoption. A combination of theories was able to provide a more definitive and explanatory power to the research questions and therefore was highly recommended by the respective authors, corroborating findings by Dospinescu et al., [56].

With respect to the factors, **Table 2** shows a summary of the factors identified from the literature.


#### **Table 1.**

*Key theories and models.*


#### **Table 2.**

*Factors affecting SME web 2.0 eCommerce adoption.*

Dospinescu et al. [56] found that eCommerce satisfaction factors may impact the SMEs differently in various context, given that technological diffusion occurs at various stages in various regions and countries across the world. Meanwhile,

*Adoption of Web 2.0 Social Media eCommerce in SMEs: Conceptualising Theories and Factors… DOI: http://dx.doi.org/10.5772/intechopen.109604*

Depaoli et al. [57] argue for a nonlinear, interaction-based development model for SMEs which may be suitable for unpredictable environments for SMEs in Zambia.
