Application of information and communication technology for internationalization of Nigerian small‐ and medium‐sized enterprises

Abstract

Information and communication technology (ICT) has fundamentally transformed business transactions. While its uses have become ubiquitous in the advanced economies, emerging and developing economies are still struggling with the mode and manner of the deployment of ICT for business. Thus, this study seeks to investigate how small-and medium-sized enterprises (SMEs) utilize ICT in Nigeria for business internationalization. To achieve the goal of the study, a mixed-method was employed.A questionnaire was administered to 265 people consisting of SMEs staff, managers, and owners. Similarly, interviews were conducted with seven SME decision makers.Findings revealed that Nigerian SMEs used ICT tools, such as websites and social media platforms, for internationalization. The findings also revealed that the challenges of ICT did not affect its application by these SMEs, which contrasts with many previous studies. Furthermore, this study identified privacy concerns, internet problems, cyber insecurity, trust, and system anxiety as new challenges facing the application of ICT tools by SMEs. Similarly, the findings showed that lack of ICT competence and strategic focus of ICT applications are internal problems facing Nigerian SMEs.These findings provide insight for practitioners and academia on the internationalization of Nigeria SMEs and the application of ICT to promote business growth.

Critical factors influencing the adoption of digital marketing devices by service-oriented micro-businesses in Nigeria: A thematic analysis approach

“…This was further mentioned by other participants (A15, A22] and A23). This finding was consistent with previous studies (Gholami et al, 2009;Zafar and Mustafa, 2017;Rahayu and Day, 2017;Gbadegeshin et al, 2019).…”

“…"DMD helps to relate to our customers, without it it will be difficult to relate with customers and meet their desires [-]" M12. This is consistent with Moon (2003) that found that when technology plays an essential role in the buying decision process, their performance is critical to business success Chinedu-Eze, 2018a, 2018b;Gbadegeshin et al, 2019). The implication of this is that SME managers are willing to adopt DMD if it would help them acquire new ones and retain the existing ones.…”

“…Similar studies (e.g. Gilmore et al, 2007;Fitzgerald and Kenny, 2003;Gholami et al, 2009;Wamba and Carter, 2014;Yunis et al, 2017;TAL, 2018;Gbadegeshin et al, 2019) findings have noted that flexible IT applications often adapt to an existing organisational arrangement which often leads to trial. This was further supported by M2, M3, M4, M12, M19, and M20.…”

“…In 2016in their studies further supported the findings. Also, studies have argued that new applications that appear to be complicated and slow business activities will hinder its widespread (Ritchies and Brindley, 2005;Teo et al, 2011;Ramayah et al, 2016;Brown and Lockett, 2004;Teo and Pan, 2008;Yunis et al, 2017;Gbadegeshin et al, 2019;Nuryyev et al, 2020).…”

“…Nelson and Cooprider (1996) note that knowledge that is shared among various units of the organisations help in the improvement of both the performance and operational efficiency and bring about IT understanding (Reich and Benbasat, 2000;Tobora, 2014). This finding implies that shared meaning is essential in every organisation, and how the information is circulated impacts technology adoption (Armstrong and Sambamurthy, 1991;Gbanidi and Amissah, 2014;Tob-Ogu et al, 2018;Gbadegeshin et al, 2019).…”