significant return upon their data-to-knowledge related investment. However, the rejection of
the hypothesis that resistance to change negatively influences the e-readiness of SMEs, is not
consistent with general studies done before. In the SMEs business environment since owner
or manager is the best person who understands the critical success factors and payoffs of
investment, he or she plays important role in ensuring IS success (Jantan, Ramayah and Chin
2001). Therefore, once the owner makes the decision to embark towards the e-economy, the
employees’ resistance to change is no more an issue.
The findings suggest several general implications. This study enlightens us about e-readiness
of SMEs in Northern Malaysia. As indicated by Chee (1986), the technology used by small
firms is often outdated. According to Chee (1986), some small firms do not trust new
technology while others are not able to afford it. He further concluded that many small firms
rely on traditional technology which, in many cases is inefficient. The study by Jan,
Jamaluddin and Shaari (1990) also indicated that small businesses are unable to upgrade their
technology and become innovative because they employed traditionally low level technology
and have limited accessibility to new technology. The researcher pointed the other factors
include lack of information, inadequate in-house expertise, and financial constraints.
However, from the findings from this study showed that SMEs are ready to go for e-business,
even though inadequate infrastructure and limited application of new technology have been
identified as weakness for SMEs (Hashim and Wafa 2002). In order for the entrepreneur of
SMEs to compete successfully in the dynamic environment, they should be more involved in
the networked economy based on their readiness to adopt e-business. In summary, SMEs are
more ready to adopt e-business, while the readiness for digital technology and e-commerce
can be improved.