Perception of entrepreneurs in the processes of innovation and digitization of the supply chain: a study applied in small restaurants

Abstract

Processes of innovation in the supply chain are frequently examined in depth within large firms across various economic sectors operating in developed economies. However, studies applied to small companies operating in emerging markets is still incipient, especially due to the few resources they have, which in turn affects their capacity for innovation. Taking into account the social and economic importance of small enterprises in the economic growth of developing countries, this study focused on the analysis of such enterprises, through a sample of 413 entrepreneurs who own small restaurants in Colombia. The data processed through PLS-SEM, analyze the perception of this type of companies, regarding the use of new technologies in the supply chain, through an indirect process of technological innovation, where they had to embrace the use of various platforms, such as apps or websites, to procure the supplies necessary for their restaurants. The results of this research show that Perceived Usability and Perceived Usefulness are antecedents of the quality of the Website and e-satisfaction is considered a result, through which you can indicate the success of the adoption of these technological tools, which allow a better daily operation for such small businesses.

Keywords:

• Perceived ease of use
• perceived usefulness
• website quality
• E-satisfaction
• digital transformation
• small companies
• entrepreneurship

Reviewing Editor:

• Guangchao Charles Feng, School of Communication, Hong Kong Baptist University, Hong Kong

Subjects:

• Latin American & Hispanic Studies
• Business, Management and Accounting
• Industry & Industrial Studies

1. Introduction

The food industry is one of the most dynamic and essential industries in any economy, since it satisfies a basic and survival need: food. In the literature, it is possible to find within this industry different research about food restaurants, covering various factors such as consumer behaviors, innovation processes, supply chain, bio-food security, among other aspects (Mari et al., 2013; Wildes, 2005)

In the field of supply chain, these investigations tend to focus on analyzing big restaurant companies, that have presence in several countries of the world and therefore economic, technological, and human resources, operating on a large scale. However, literature is scarce, when you want to study small neighborhood restaurants in developing countries. These businesses typically emerge as the brainchild of their owners, aiming to create a stable source of income in response to the job instability prevalent in these countries (Rezaei et al., 2022).

Because of this, the business environment in developing countries is mainly made up of small companies, which are developed in different economic sectors. Although there are also large companies or even transnational companies in these countries, these types of large companies turn out to be a minority. Given this, it could be indicated that in developing countries, small companies have a very important impact on the economy, since they are the main source of employment (Novaes & de Araújo, 2012; Ma et al., 2022).

In this sense, studies such as those of Gebreeyesus (2011), show numerous efforts that have been made to document how various governments in developing countries, along with international cooperation agencies, actively strive to promote innovation within these enterprises. This is achieved through diverse training and monitoring programs aimed at enhancing the competitiveness of micro-enterprises. These improvements are based on redesigning the technological capabilities of small businesses, which in turn allow them to improve the quality of the product they offer, improve design, packaging, customer services and in general their competitiveness level.

In this way, companies manage to improve their existing processes and allow them to create other more dynamic processes, by internalizing innovative practices; which allows them to raise new ideas, identify market opportunities and devise new means to take advantage of the resources and capabilities of companies in a more effective and efficient way (Velazquez-Cazares et al., 2021). For this research, and based on the studies of Velazquez-Cazares et al. (2021), we consider Innovation as an idea, an approach or a new or improved recombination, based on old ideas that are repowered and adapted to current circumstances. Thus, research on the adoption, use, and management of innovation in small businesses has attracted much attention in the literature, due to its importance and its positive effects on the economy (Alfaro-García et al. 2018).

SMEs, however, have the difficult challenge of remaining in the market and competing with other companies, both small and large, with the difference that large companies usually have sufficient resources to operate in a more efficient and therefore more competitive way, based on their economies of scale. They achieve a reduction in operating costs, allowing them to cover a larger market. For this, large companies usually rely on various technologies to boost their business models, which allow them to meet their objectives within their strategic business plan.

For this reason, it is necessary to carry out more studies, that allow a better understanding of the level of incorporation and appropriation of technology in small businesses and be able to determine whether the use of technology enables them to eliminate or reduce the various barriers that arise in their daily operations. This includes operational, administrative, commercial, and overall aspects related to their interactions with suppliers and customers. With this in mind, this research takes into account the online transaction and sales behaviour report, published by the ecommerce observatory of the ICT Ministry in 2023, where it shows that e-commerce and digital transactions increase year after year, consecutively from 2016 and until the 2022 date of the study. Specifically, the value of electronic transactions increased between 2021 and 2022, and reached 15.3 billion pesos. This means that 2022, with 3,750,000,000 dollars, was the highest value of online sales transactions in the history of Colombia and a total of 332,4 million transactions (Observatorio de Ecommerce, 2023).

Based on the above, it is relevant to study the digital transformation in these developing countries but applied on their small businesses, due to its impact in the national economy as documented before. However, it should be noted that digital transformation involves much more than the digitization of information, but is also associated with a shift in the mindset of company members, where they must be willing to use emerging technologies and constantly seek opportunities for improvement by relying on those technologies (Melo et al., 2023).

Indeed, the proper management of suppliers is crucial for the operational success of SMEs, since it falls directly on the quality level of products and services. Actually, high demand from both suppliers and customers, force small businesses to improve the scope of their operations, so they can access real-time and updated information, which generates added value and enhances competitiveness in the market (Kherbach & Mocan, 2016).

For this reason, in recent years, technological applications have emerged as an innovative solution to optimize the relationship with suppliers, improve the supply chain and streamline supply processes.

Although technological applications have proven effective in optimizing supplier management in various business sectors, Scholz et al. (2018), Yang (2020); in the specific small restaurants sector, there is still a gap in academic research, especially on the perception of this type of restaurants once they adopt electronic channels for managing suppliers that support the operation of their small businesses.

As an academic innovation, this research provides new studies and analysis on how small businesses in emerging countries, adopt, without so much resistance, the use of technologies when working with their suppliers and how it is more feasible to adapt from analogue to digital, considering that it is less abrupt if users understand and perceive the benefits of technology in terms of improving their efficiency and daily productivity (Areiza-Padilla et al., 2023).

In this way, it is intended to bridge the knowledge gap and make possible a better understanding of how the use of technology and digital transformation, can improve supplier management and therefore, contribute to operational efficiency for small restaurants, benefiting both entrepreneurs and their suppliers in a technology-based relationship.

For this research is considered that a reduction in the technological gap of small restaurants can help entrepreneurs:

1. Minimize the impact of aspects such as the lack of automation which make many processes slow and susceptible to errors, making them inefficient.

2. To achieve better communication, since in many cases is inefficient especially with suppliers, due to the impractical use of communication channels and technologies, which leads to delays and misunderstandings in the supply chain. This is compounded by a lack of technological tools that can make real-time tracking of orders, inventories and deliveries difficult, affecting decision-making and the ability to adapt quickly to changes.

3. To reduce the technological gap, for managing relevant data on suppliers, products and prices, since it is often done manually, which can hinder the analysis and identification of opportunities for improvement and growth.

For this, this study analyzed 4 variables that allow us to identify some factors that influence these processes of adoption of new technologies:

1. Perceived ease of use,

2. Perceived utility

3. Website quality

4. E-satisfaction.

In this way, this research aims to explore the perception of small restaurants regarding the use of digital platforms in their supply chain. It focuses on how these establishments source the products needed for their daily operations in relation to these four variables.

With this in mind, we present below the structure of this research. First, we detailed the novelty of this research, then develop the theoretical framework of the variables that are being analyzed. After this, the research model is detailed with its hypotheses, followed by the methodology. The results obtained are then presented, to finish showing the conclusions and future lines of research.

For this research the main study variable is ‘Website/Electronic channels quality’, where the variables Perceived Ease of Use, and Perceived Usefulness are sewn antecedents of the main variable. Similarly, the E-satisfaction variable is considered a result of the Website quality.

2. Literature review

2.1. Perceived ease of use (PEU)

With regard to the use of information technologies, it is important to bear in mind that a person will be more willing to continue using a specific information system, if in his first interaction with this program, he perceives that the system is easy to use. That is, to have a friendly system, this must have an intuitive interface for the user, in which the person feels that such technology will not involve a lot of effort. In this way we can say that the perceived ease of use is a measure that determines how easy and intuitive a system or an interface is expected, from the user’s perspective (Guritno & Siringoringo, 2013; Huang et al., 2022).

For Davis (1989) perceived ease of use refers to the degree of effort a person would have to make in order to use a specific system. In this way, both ease of use and ease of learning are strongly related.

On the other hand, due to the different technologies that can be found on the web, several previous studies have indicated that the factors that relate to the perceived ease of use, are based on the facility that a person has to perceive 2 specific elements: (1) find the quick information you are looking for on a website, and (2) how easy is to understand that same information; that is, there are two constructs that significantly predict the ease of use of a website: ease of search and ease of understanding (Lederer et al., 2000).

For other authors such as Gefen and Straub (2000), the perceived ease of use is the most important element to obtain extrinsic value of information technologies; therefore, the objective of any information system, as well as the individuals involved in its development, is to ensure that users feel that operating the system requires minimal effort. In this way, when a consumer finds that a system is pleasant to use, he is more likely to have a positive perception of its ease of use and therefore, may want to continue using it in the future, because in an easy way, you can benefit from such a system (Abdullah et al., 2016).

According to Venkatesh and Davis (1996), Li et al. (2019); Caffaro et al. (2020), PEU, or Perceived Ease of Use, pertains to a user’s perception of how easy or challenging it is to operate a technology or system. In essence, it reflects the user’s belief that using the technology is smooth and free of complications. A high PEU suggests that a user finds the technology easy to grasp and utilize, thereby enhancing their willingness to embrace it According to Davis (1989); Hansen et al. (2018), the context of Perceived Ease of Use refers to the extent to which an individual evaluates interaction with an information system or technology as an effortless process with low cognitive complexity. This variable reflects the user’s subjective perception of the simplicity and convenience with which he can learn to use technology and perform tasks with it.

The higher the PEU score, the easier and more hassle-free the user will perceive the interaction with the technology, the PEU consists of factors such as clarity in the presentation of information, simplicity in navigation, the absence of obstacles or difficulties in the interaction and speed in the execution of tasks. The higher the score in this variable, the easier the user will perceive the use of the system. In the context of the Davis Technology Acceptance Model (TAM) (1989), Perceived Usability influences the user’s attitude towards the technology and ultimately their intention to use it. When a system is perceived as user-friendly, users are expected to be more likely to accept and use it.

Considering the above, for this research we consider that the perceived ease of use is based on being able to determine peoplés perception on how simple, easy, fast and useful such technology is, knowing that the benefit of such a system should be much greater than the effort required to manage it.

2.2. Perceived usefulness (PU)

The perceived usefulness is the perception that people have about how the different technologies they use are designed to make easier various tasks of their daily lives, in terms of both efficiency and effectiveness (Bolodeoku et al., 2022).

In this way, the perceived usefulness is directly related to the benefit and practicality that is generated by using some specific technology, which allows a person to improve various processes that have to be performed in his life. Likewise, the perceived usefulness is also directly related to the attitudes that an individual has towards a particular technology, when he considers it useful for his life. For this reason, the perceived usefulness is considered a predictor of the intention that people possess, to use and continue to use a particular technology on a daily basis (Caffaro et al.,2020; Davis 1989).

With this in mind and based on studies for Davis (1989), the PU is an individual’s subjective perception of the extent to which a specific information system or technology can increase its efficiency and productivity by facilitating the performance of specific tasks, reflecting the user’s belief that the technology will provide significant benefits and improvements by achieving their personal and work goals.

These benefits may include improving work efficiency, obtaining more accurate and relevant information, reducing the time and resources needed to complete tasks, or any other aspect that the user considers valuable. The higher the Perceived Usefulness score, the more valuable and relevant the user will consider the technology in context (Luo, 2023).

For this reason, for Bolodeoku et al. (2022), perceived usefulness can be measured by taking into account various transactions or operations carried out by a person, in terms of productivity, effectiveness, speed, efficiency, among other factors, which in turn generates an increase in probability, so that users are more willing to use a specific technology.

Other authors, such as Rao et al. (2021), consider that the perceived usefulness is the degree to which people think they can achieve more efficiency and improve their performance, if their activities can be supported on various technology platforms, compared to carrying out these same activities, without any technological assistance. This is consistent with previous studies (Davis 1989), where the perceived level is defined as peoplés belief that the use of a specific technology would improve their work performance.

Thus, perceived usefulness is the main measure for assessing the acceptance and success of e-learning systems (Alsabawy et al., 2016). For Segars and Grover (1993) the PU relates to the user’s perception of the usefulness of the technology to improve its performance or meet its needs, and can be described as the belief that using the technology will increase its effectiveness in specific tasks. A high PU implies that users positively value the benefits that technology can bring to their life or work.

Taking this into account, for this research it is considered that the perceived usefulness is the amount of effort saved by a user, by employing some specific technology, based on speed, convenience, and ease for this user to become more productive in their daily tasks.

2.3. Website/electronic channels quality

According to Areiza-Padilla and Galindo Becerra (2022), users typically evaluate service quality based on their subjective assessments of various intangibles, the responsiveness of the service, and the provider’s empathy. These criteria are also applied in the digital realm, considering factors such as network quality, information speed, security, and the level of privacy in transactions conducted through a website (Shankar & Datta, 2020).

Chen et al. (2017) stresses that websites should be considered as a fundamental piece in the strategic approach of any business, because they act as the communication channel between the company and customers, where in addition, the quality of the electronic service must represent the degree to which a website facilitates the purchase and effective delivery of products or services.

For other authors such as Li et al. (2017), the quality of the website is given by the perceptions that customers have regarding the specific functional characteristics that allow them to meet their needs on that website.

For Boritz (2005) there are three main concepts regarding the quality of an information system, these are (1) the integrity of the information, (2) the integrity of the processing and (3) reliability of the system.

However, given that due to the internet, people have access to virtually unlimited information, technology plays a very important role helping users navigate, read, acquire, analyze and apply such information in a constructive way, in which you can make the most of it (Ho et al., 2012).

Because of this, any information system that is on the internet and high quality, should consider its level of accessibility for end users and therefore should take into account the goals, needs and preferences of its users.

In other words, the use of technology can improve or harm commercial operations due to the large amount of information that exists, and for this reason, the quality of an information system should be based on Perceived Ease of Use and Perceived Usefulness (Ho et al., 2012; Kim & Ong, 2005; Money & Turner, 2004).

Taking into account the above, Perceived Ease of Use (PEU) and Perceived Usefulness (PU) concepts are fundamental in technology adoption theory, and are supported by multiple investigations such as those of Venkatesh and Davis (1996), and Segars and Grover (1993); where the PEU refers to how easy a user perceives a technology to be, while the PU refers to how useful a user perceives the technology to be. Both concepts are crucial in technology adoption, as they directly influence the user’s attitude and intention to adopt and use a specific technology and are influenced by factors such as experience, self-efficacy and support (Kaur et al., 2023).

Thus, for this research it is considered that the higher the user’s perception about the level of ease when using some specific technology, and at the same time, the higher the perception degree about the utility generated by using this technology, to generate greater efficiency, effectiveness and increased productivity; it could indicate the consumer will perceive in turn, that the quality of the Website/Electronic channels is higher. In other words, ease of use and perceived usefulness generate a positive and significant relationship with the quality of the electronic site. Taking into account these conclusions, and based on the previous studies of Money and Turner (2004); Kim and Ong (2005); Ho et al. (2012). The following hypotheses arise:

• Hypothesis (H1): Perceived ease of use (PEU) positively affects Website/Electronic channels quality.

• Hypothesis (H2): Perceived Usefulness (PU) positively affects Website/Electronic channels quality.

2.4. E-satisfaction

Satisfaction has been defined as the perception of something pleasant, generated by a costumer’s fulfillment in a transaction experience (Oliver, 2006).

According to the studies of Areiza-Padilla and Galindo-Becerra (2022), satisfaction is based on the cognitive and emotional response of an experience, which takes into account the prior expectation before the real experience. That is, satisfaction is an effective response that summarizes some kind of experience on a particular interest (Giese & Cote, 2000).

With regard to the use of technology, the E-satisfaction is a determining factor in the e-commerce experience, defined as consumers’ judgment of their online retail experience, compared to their experience with other online retailers. Being in this way, a cumulative construct, which is based on the sum of the satisfaction of each purchase and each consumer experience, with a product or service over time (Anderson & Srinivasan, 2003).

For Li et al. (2015) e-satisfaction in retail is the customer’s assessment of an e-retail service, with respect to their previous shopping experience. Therefore, it can be indicated that electronic satisfaction is attitudinal in nature, being one of the main factors that determines loyalty, both in online and offline contexts.

Moreover, the studies of Szymanski and Hise (2000) managed to identify 4 components that affect consumer satisfaction in the internet environment: the design of the site, its convenience, product information, and financial security in transactions, which directly influence this satisfaction.

For Ahmad in Junardi and Sari (2019), electronic satisfaction refers to the level of satisfaction that is generated in the consumer by exceeding their expectations in the purchase of a product or service online.

Taking into account the scope of this research, regarding the use of electronic channels as a technological innovation in the supply chain and the information that customers find in those channels; for this research the previous studies of Wang et al. (2001) are taken into account.

In this way, the authors propose a construct called satisfaction related to the information received by the customer (CIS), applied to websites that market products and services digitally. In this way, the CIS is an affective response that summarizes various aspects such as sales activities, information systems (websites), digital products or services, customer service, after-sales service and business culture.

However, although the above definitions emphasize the affective aspects of e-satisfaction, it is also necessary to include in its concept, the evaluations regarding its operational use, that is, an assessment from a rational perspective. In this way e-satisfaction represents in the same way, the attributes of the online shopping experience that ‘rational’ customers consider when evaluating their encounter with these electronic environments, from a functional and operational point of view (Chen et al., 2008; Griva, 2022).

Considering the above, for this research it is considered that the higher quality that a user perceives of its electronic channel, the higher will be its degree of satisfaction in all aspects that involve this digital platform, thus, the following hypothesis is formulated based on the previous studies of DeLone and McLean (1992):

• Hypothesis (H3): Website/Electronic channels quality positively affects E-satisfaction (Figure 1).

Figure 1. Model and hypothesis of research.

3. Material and methods

3.1. Sample

This research focused on developing countries, for which Colombia was chosen as the object of study. According to previous studies by Areiza-Padilla and Cervera-Taulet (2023), which in turn were based on data from the world bank, in 2019 Colombia had a GDP per capita of 6,428 dollars, being considered a country with a high average income. In addition, it has a GINI index as of 2018 of 0.50, which allows demonstrating that it is a developing country.

Specifically in Colombia and according to the report presented in 2023 by the Office of Economic Studies of the Ministry of Trade, Industry and Tourism (MINCIT), based on information from the Single Business and Social Register (RUES) and the National Administrative Department of Statistics (DANE), more than 90% of the business environment in this country, is composed of SMEs (micro, small and medium-sized enterprises), which produce 37% of GDP and generate more than 80% of employment (MINCIT, 2023)

In detail, in Colombia there are 1,854,086 active companies until March 2023, of which 95.3% were micro-enterprises (this type of enterprise being the majority of the country’s business environment, followed by small enterprises with 3,5%, then medium-sized enterprises with 0.9% and finally large enterprises with 0.3% of the national total. These figures can be found in Figure 2.

Figure 2. Size of companies in Colombia.

Source: Author’s own compilation, based on studies by MINCIT (2023), https://www.mincit.gov.co/getattachment/estudios-economicos/estadisticas-e-informes/informes-de-tejido-empresarial/2023/marzo/oee-dv-informe-de-tejido-empresarial-marzo-2023.pdf.aspx.

On the other hand, the way to classify a company in Colombia is based on the amount of income that the company generates per year. In Figure 2, it can be observed the classification according to companies’ annual income. Values are presented in dollars for a better interpretation, with a representative market rate of 1 dollar equivalent to $4,000 Colombian pesos (Table 1).

Table 1. Classification of companies in Colombia by income level and economic sector.

Classification	Manufacturing	Services	Commerce
	Until:	Until:	Until:
Micro-enterprises	$ 249.838	$ 349.771	$ 474.685
	Above:	Above:	Above:
Small companies	$ 249.838	$ 349.771	$ 474.685
	Until:	Until:	Until:
	$ 2.173.561	$ 1.399.076	$ 4.571.971
	Above:	Above:	Above:
Medium-sized companies	$ 2.173.561	$ 1.399.076	$ 4.571.971
	Until:	Until:	Until:
	$ 18.412.798	$ 5.121.609	$ 22.909.817
	Above:	Above:	Above:
Big companies	$ 18.412.798	$ 5.121.609	$ 22.909.817

Source: Author’s own compilation, based on studies by Bancoldex 2023, https://www.bancoldex.com/es/sobre-bancoldex/quienes-somos/clasificacion-de-empresas-en-colombia-200.

This research was developed through a quantitative technique, through structured questionnaires and with a convenience sample aimed at small restaurants in Colombia, to then process the data through the PLS program.

As indicated above, in Colombia small businesses are those that have annual income of up to $2,173,561 dollars, so the participating merchants could not exceed this annual income.

To collect information, this research had the help of the virtual and face-to-face magazine ‘La Barra’ https://www.revistalabarra.com/ which, is a news portal aimed at companies in the restaurant, hotel and catering sector in Latin America, with presence in Colombia and other countries and belonging to the Axioma Group S.A.S.

Because of this, through the magazine ‘La Barra’ questionnaires were sent virtually to their subscribers in Colombia, through emails sent directly by this journal according to its databases, inviting their subscribers to participate in the survey.

In this study, only the responses from merchants operating small restaurants were considered. Additionally, these merchants had prior experience with the utilization and procurement of specialized technology applications for sourcing inputs, including fruits, vegetables, groceries, meats, poultry, fish, and other food and beverage items in this way, they were invited to participate in the survey to know their perception, regarding the use of digital platforms such as Frubana (https://co.frubana.com) ; Chiper (https://growth.chiper.co/co/stores); Treinta (https://www.treinta.co/); La Barra (https://www.revistalabarra.com/) among other applications, as a technological intermediary in the purchase of inputs.

These startups arise as intermediaries among different suppliers, retail stores and restaurants to supply these establishments with all the necessary inputs for their commercial activity, where they seek to empower small entrepreneurs by enabling them to compete on an equal footing with large chains.

Previously respondents were informed that their answers would be completely confidential and anonymous, because their data would be treated globally and not individually. This information collection process was collected during the first half of 2023, obtaining a total of 413 valid questionnaires.

3.2. Sources of measured items

For this study, small restaurants had to answer each question with a score of 1 to 7, on a Likert scale of 7 points. In this way, 1 was ‘totally at odds’ and 7 ‘totally agreed’. All the scales used in this study were scales that had previously been validated in the literature. These scales were translated into Spanish and adapted to the purpose of this research through various technological tools (Website or Apps).

Table 2 details the scales used in this study, where the 6 items proposed by Gefen and Straub (2000), were used to measure the Perceived Ease of Use (PEU) variable, and the 5 items of Gefen and Straub (2000), were used for Perceived Usefulness (PU). On the other hand, to measure Website/Electronic channels quality, the 6 items of the scale of Suryani et al. (2022), and finally, to measure the E-satisfaction scale was used the adaptation made by Ting et al. (2016) with 7 items in total.

Table 2. Sources of measured items.

Study variable	Author(s)	Item(s)
Perceived Ease of Use (PEU)	Gefen and Straub (2000).	6
Perceived Usefulness (PU)	Gefen and Straub (2000).	5
Website/Electronic channels quality	Suryani et al. (2022)	6
E-satisfaction	Ting et al. (2016)	7

4. Results

The 413 questionnaires were initially processed through SPSS and then through PLS-SEM. The use of PLS was due to its predictive nature in order to verify the hypotheses of this investigation. For this, the scales used underwent a validation process, initially assessing their validity and reliability., and then proceeded to estimate the structural model, evaluating the weight and magnitude of the relationships between the variables of this research.

In the process of validation of the measurement scales, a Confirmatory Factor Analysis (CFA) was performed through the individual reliability of its items (Cronbach α) and its composite reliability (CR), checking that its values were higher than 0.7 (Thompson, 2007). Similarly, for convergent validity, the extracted variance (AVE) of each variable was used, with results greater than 0.5 (Fornell & Larcker, 1981).

Table 3 below details the results of Cronbach’s α, Composite Reliability (CR) and extracted variance (AVE). In this same table, you can see a descriptive summary of the results obtained from each of the items that make up the 4 measurement scales.

Table 3. Sources of measured items.

Variables/Items	Mean	St. Dev	Loadings Factor
F1. Perceived Ease of Use PEU (α = 0.738; CR= 0.889; AVE= 0.757)
(PEU1) Electronic channels for purchasing inputs are easy to use.	6.60	1.67	0.809*
(PEU2) It is easy to become proficient in the use of electronic channels for the purchase of inputs	6.71	1.89	0.780*
(PEU 3) Learning to use electronic channels to buy inputs is easy	6.81	2.11	0.832*
(PEU 4) Electronic input purchasing channels are flexible to interact with	6.11	1.90	0.667*
(PEU 5) My interaction with electronic input purchasing channels is clear and understandable.	6.03	1.70	0.761*
(PEU 6) Easy to interact with electronic channels to purchase inputs	6.32	1.24	0.749*
F2.Perceived Usefulness (PU) (α = 0.701; CR= 0.732; AVE= 0.703)
(PU1) Electronic channels improves my performance in supplies searching and buying	5.67	2.10	0.888*
(PU2) Electronic channels enables me to search and buy supplies faster	6.05	1.63	0.831*
(PU3) Electronic channels enhances my effectiveness in supplies searching and buying	5.89	1.82	0.703*
(PU4 Electronic channels makes it easier to search for and purchase supplies.	6.58	1.50	0.724*
(PU5) Electronic channels increases my productivity in searching and purchasing supplies.	5.98	1.59	0.780*
F3. (WQ) Website/Electronic channels quality (α = 0.774; CR = 0.811 AVE = 0.842)
(WQ1) It only takes a little time to download documents on the SMEs electronic channels where I shop	5.06	1.80	0.679
(WQ2) The SMEs electronic channels has an easy-to-use interface.	5.37	1.67	0.785
(WQ3) The SMEs electronic channels makes it easy for consumers to find whatever is needed.	5.67	1.44	0.627
(WQ4) The SMEs electronic channels navigation is easy to operate when shopping.	6.06	1.75	0.701
(WQ5) The information on the SMEs electronic channels is well organized, making it easier for consumers.	4.78	1.34	0.706
(WQ6) The SMEs electronic channels makes it easy for consumers to meet their needs.	6.23	1.67	0.823
F4. (ES) E-satisfaction (α = 0.768; CR = 0.739; AVE = 0.638)
(ES1) My decision to purchase from these electronic channels was a wise one	4.94	1.89	0.897
(ES2) I am satisfied with the shopping experience of this electronic channels.	5.38	1.48	0.874
(ES3) I have truly enjoyed purchasing from these electronic channels	4.01	1.77	0.720
(ES4) I am satisfied with the product provided from these electronic channels	5.10	198	0.743
(ES5) I am overall satisfied electronic purchasing with these electronic channels	5.03	1.57	0.730
(ES6) The performance of this website meets my expectation.	4.78	1.90	0.763
(ES7) In general terms, I am satisfied with the online transactions service provided by these electronic channels	5.11	1.45	0.780

Note. α = Cronbach’s Alpha; CR = Composite reliability; AVE = Average Variance Extracted; * p < 0.01.

Based on the above, very high results are evident in the 4 variables, since most of their items have scores above 5, where the item ‘(PEU 3) Learning to use electronic channels to buy inputs is easy’ of the variable Perceived Ease of Use PEU, has the highest score with 6.81, while the item ‘(ES3) I have truly enjoyed purchasing from these electronic channels’ of the E-satisfaction variable, has the lowest score with a rating of 4.01, however despite being the lowest score, continues to have a high score above the average, which shows the benefit that restaurants perceive this type of technological applications to buy supplies.

Moreover, for the discriminant validity of the measuring instrument, the criterion of Fornell and Larcker (1981) has been used, calculating the square root of the AVE for each variable, where the result must be greater, the correlations it has with the rest of the variables of the research model.

For Heterotrait-Heteromethod-HT and Monorrasgo-Heteromethod-MT (HTMT) (Henseler et al., 2015), scores confirm <0.9, allowing the discriminant validity of the measurement model of the 4 variables. Table 4.

Table 4. Discriminant validity.

	F1	F2	F3	F4
F1	0.778	0.248	0.345	0.170
F2	0.179	0.892	0.242	0.445
F3	0.120	0.108	0.733	0.589
F4	0.257	0.424	0.130	0.824

Note. On the diagonal: square root of the AVE values. Below the diagonal: correlations. Above the diagonal: HTMT values; F7 = brand imag.

Subsequently, the structural model was estimated using the PLS-SEM and a bootstrapping process was performed with 5000 subsamples (Henseler, 2017). The results show that the coefficients of the trajectories were significant and in the same sense of the two hypotheses, according to the approach of this research, allowing confirming hypothesis 1 (H1), hypothesis 2 (H2) and hypothesis 3 (H3).

Moreover, the explanatory power of the structural model was verified through the coefficients of determination R², which indicate the amount of variance of endogenous variables; where the desirable values must be above 0,3 minimum values of 0.2 are also acceptable (Chin, 1998).

Finally, the structural model was evaluated with respect to its prediction capacity, using the Stone-Geisser Q² test (Geisser, 1974), in which if Q² is greater than 0, it is possible to verify the predictive relevance of the model (Chin, 1998; Hair et al., 2021). As can be seen, all the Q² obtained are positive and higher than 0, which confirms its predictive relevance. These results can be seen in Table 5

Table 5. Results of the structural model.

Hypothesis	β	t	p Value	Contrast
H1: Perceived Ease of Use - Website/Electronic channels quality	0.171	3.458	0.000	Accepted
H2: Perceived Usefulness - Website/Electronic channels quality	0.183	3.138	0.000	Accepted
H3: Website/Electronic channels quality- E-satisfaction	0.179	3.053	0.008	Accepted

Note. R² (Website/Electronic channels quality = 0,324; Q² (Website/Electronic channels quality) = 0,168.

5. Conclusions

5.1. Theoretical contribution

This research aims to contribute to the limited existing literature, regarding studies that analyze the perception of small restaurants in developing countries, which use the digital channels of their suppliers, to make the purchase of their inputs. In this way, it is evident how this type of business has begun to innovate indirectly in its supply chain, by changing purchases in a traditional and face-to-face manner, for purchases through digital platforms. It is important to stress that this change must not only be seen as a technological innovation, but also as a change in the traditional mentality of these small entrepreneurs, to be more willing to use these emerging technologies and to constantly seek opportunities for improvement with the aim of being more efficient and competitive in their processes.

For this, this study analyzed 4 variables that allow us to identify some factors that influence these processes of adoption of new technologies: (1) Perceived ease of use, (2) Perceived utility, (3) Website quality, (3) E-satisfaction. In this way, this research focused on identifying the perception of small restaurants that use digital channels, to stock up on the products they need for their daily operation, regarding these 4 variables.

Based on the above, this study was able to verify the positive and significant relationship between Perceived Ease of Use (PEU) and Website/Electronic channels quality, allowing accepting Hypothesis 1 (H1), (β = 0.171; p < 0.000), as well as previous studies by Money and Turner (2004); Kim and Ong (2005); Ho et al. (2012); in this way, it can be indicated that Perceived Ease of Use is an antecedent of Website/Electronic channels quality.

Thus, it becomes evident that perceived ease of use enables the assessment of individuals’ perceived level of ease in using specific technology, based on its simplicity, ease, speed, and utility. This, in turn, directly influences the perception of the online channel’s quality. In other words, the easier the electronic channel is to use, the higher the perceived quality of the channel

When reviewing the applications from the purchases in Frubana, La Barra, Chiper and Treinta; it can be stated that these results have a very simple and intuitive interface, along with very striking illustrative images, which also specifies the price and quantity. In this way, the user perceives them as very simple tools, which facilitates the growth of these platforms in the country.On the other hand, this investigation was also able to verify the positive and significant relationship between Perceived Usefulness (PU) and Website/Electronic channels quality, allowing to verify hypothesis 2 (H2, (β = 0.183; p < 0.000), as well as previous studies by Money and Turner (2004); Kim and Ong (2005); Ho et al. (2012); thus, it can be indicated that Perceived Usefulness is also an antecedent of Website/Electronic channels quality.

As indicated above, the adoption of these electronic channels, not only means an innovation in the supply chain, as well as a shift in the mindset of small restaurants. The use of technology and innovation processes in the supply chain is documented in the literature, but these studies have mostly focused on large companies. For this reason, it is important to observe how small traders begin to see these technology platforms as a strategic for their businesses, allowing them to be more efficient.

In Colombia, it was very traditional for the merchant to buy, daily or weekly, the supplies he needed for his restaurant in wholesale squares marking, or in some cases, to wait for the in-person visit of his supplier, or to place orders by phone. By leveraging these digital tools, there is a noticeable empowerment of the restaurant as a purchaser of supplies. This allows them the flexibility to make purchases 24/7, conduct price comparisons across multiple platforms, and take advantage of various discounts and promotions In the end, the success of employing these digital channels hinges on their user-friendliness and how effectively they streamline the daily tasks of individuals utilizing them. In this case, the digital purchasing process is not only easier than in-person transactions but also proves to be more cost-effective, time-efficient, and conducive to obtaining high-quality inputs essential for the restaurant. Finally, this investigation was able to verify the positive and significant relationship between Website/Electronic channels quality and E-satisfaction, allowing to verify hypothesis 3 (H3) (β = 0.179; P < 0.000), as well as previous studies by DeLone and McLean (1992); in this way, it is evident that E-satisfaction is a direct result of Website/Electronic channels quality.

With the above data, this research can confirm that, within small restaurants, there is a high perception of quality of the online channels of their input suppliers, which, in turn, is reflected in their high online satisfaction, that is to say in their degree of complacency to use these digital tools, replacing their old in-person purchases. Online satisfaction can overcome barriers such as fear or uncertainty associated with the use of new technologies, especially in a traditionally conservative sector like small restaurants. Many small restaurants, due to ignorance or fear, refrained from utilizing these technological means in the past.

5.2. Managerial implications

In the emerging markets, SMEs (micro, small and medium-sized enterprises) play a very important role in the economic growth of these countries, since they tend to be the companies that generate the most employment and contribute to the GDP in general, because these types of companies, are the most established in these countries.

For this reason, the governments of these countries usually make a great effort, so that these companies internalize innovation, as a strategic move that allows them to be more efficient, and effective, and in turn allow them to be more competitive.

This is because, due to lack of resources, ignorance or other limitations that SMEs have, the processes of innovations are considered as costly, distant, or difficult to implement in this type of small business. For this reason, although innovation processes are common in large companies, it is not the same with small companies.

Taking this into account, this research allows to identify how small restaurants have begun to perform innovation processes in their supply chain, implementing the use of various electronic channels such as websites and apps, for the purchase of various inputs that they require for their business; migrating from face-to-face purchases to virtual purchases. In other words, small restaurants have started adopting tools that were once commonplace in larger establishments. Now, these tools are becoming increasingly familiar and part of the everyday operations for small entrepreneurs (Areiza-Padilla et al., 2023).

These changes can be attributed to several factors. On one hand, the expansion of digital platforms, which have started to tap into a broader market, allowing for improved promotional strategies to enhance their visibility and attract a larger customer base. Similarly, more products are offered in these platforms, by grouping more suppliers who want to work within them. In this way, a small restaurant can find all or most of the inputs it requires for its commercial operation, in one place.

We must also take into account a possible change of mentality in these small entrepreneurs, who want to innovate either directly or indirectly.

In this specific case we talk about an indirect innovation, because small restaurants are adopting a technology, provided to them by another company, and for which they should not make any investment or economic, neither technological investment, but they must be willing to change the traditional way in which they usually buy their supplies in person, now in a virtual way.

In this way, applications such as Frubana, Chiper, Treinta, La Barra, emerged as an opportunity to improve the efficiency of the supply chain, by digitizing the way orders are placed between small restaurants and their suppliers, offering products with competitive prices that benefit both parties.

For this research, it is considered that success inadopting this type of technologies lies in several factors, such as having a large variety of products, characterized by their quality and good price.

But in addition to this, it is fundamental in this indirect innovation strategy, that a small entrepreneur wants to change their purchases to virtual transactions, and that this entrepreneur can find electronic channels that are very easy for him to manage, that is to say that they do not generate an additional effort to the one that is already carried out in his traditional purchases, or even, in the effort that generate these virtual purchases, since they are much lower than when shopping in person. In this way, in a comparative process between face-to-face and virtual purchases, there is a noticeable reduction in effort when making virtual purchases, providing a significant benefit for these small restaurants.

On the other hand, it is essential that this small trader can clearly identify the advantages of using this type of technology for their daily operations, as these tools allow them to improve their processes, in which using this technology allows them to be more efficient, more effective and therefore more competitive.

These two concepts of ease of use and perceived utility, are fundamental in the perception of quality that values the small business, in online channels, and therefore in its degree of online satisfaction that makes them to continue with this indirect technology, within its innovation strategy, through the adoption of distribution channels online.

As more than 77% of respondents said to use the services of Frubana, we detail below the services of this company.

Frubana is an innovative online platform, connecting suppliers and restaurants in a single digital ecosystem, where restaurants can take advantage of Frubana through a simple registration process. For this, first restaurants must create a registration account on the platform, providing basic information such as name, phone, address, email address and identification document.

Then, restaurants can use the care channels provided by Frubana to place orders and answer queries through Web Page, WhatsApp, phone and email and app. These channels are available 24 hours and 7 days a week, with personalized attention from Monday to Saturday from 7:00 a.m. to 6:00 p.m. by any of the channels above.

Once the order is placed, Frubana takes care of the delivery of such purchase the next day, where restaurants can choose between three different delivery slots, which gives them greater flexibility to receive the order.

On the other hand, Frubana offers various payment options to restaurants, such as paying in cash once the order is received, as well as through the payment gateway, and also manage their own credit line to restaurants called ‘Frubonos’.

As for returns, the process varies according to the type of product. Perishable products such as defective fruits and vegetables must be reported at the time of delivery, while non-perishable products may be returned within 24 hours of receipt of the order.

Regarding their loyalty strategy, they usually deliver discount vouchers to use on their platform, both new users to incentivize the first purchase, and recurring users in order to increase spending.

For this, the team of Hunters of Frubana focuses on identifying areas with gastronomic establishments that do not yet use the application. They approach these businesses to show them the app, highlighting delivery times, prices and ease of use. Hunters are responsible for convincing users and closing the first sale through the app. Once a user makes more than one purchase, they are taken care of by a Farmer, who solves doubts and problems and makes sure the customer is satisfied.

This connectivity strengthens the relationship between suppliers and restaurants, resulting in quality, savings and access to key information. In addition, Frubana aims to provide funding programs to restaurants, contributing to the development and strengthening of the local economy. In short, Frubana has proven to be an effective solution to improve the supply chain in the food industry, providing efficiency, quality and economic advantages for both suppliers and restaurants. Their focus on customer loyalty and promotion strategies are contributing to the continued success of this innovative platform.

5.3. Limitation and directions for future research

To conclude, we present below some limitations of this study which allow us in turn to suggest some future lines of research.

The objective of this study was to know the perception of small restaurants, on the adoption of various online channels such as websites and apps, within their supply chain.

In this way, the first limitation of this study was the convenience of the sample, for this reason, it is desirable to conduct new studies that analyze the perception of other small entrepreneurs, but from other economic activities different from restaurants.

On the other hand, the sample has a bias towards the company ‘Frubana’, since more than 77% of the participants said to use this platform. However, although this data was foreseen in the research, because this company is the leader of this type of services, it is recommended to conduct a comparative study, but focused on other companies different than Frubana.

On the other hand, it is suggested to carry out a comparative analysis between the different regions of the country, and to determine whether the sociocultural characteristics among different regions present significant differences in the results.

Similarly, a cross-cultural analysis between developed and developing countries is proposed to identify differences or similarities between small entrepreneurs from countries with different economies.

It is also proposed to hold an audience panel, where the perceptions of these small entrepreneurs can be identified, and compared from the beginning and after 6 months or 1 year of being using these technological tools, and make a comparison with this same audience, identifying different perceptions during this time.

On the other hand, and based on previous studies of Alwali (2023a); Alwali (2023b); Alwali (2023c); and Alwali (2024); we consider it essential to be able to carry out studies that take into account innovation from the perspective of a transformational leadership, that the directors of small restaurants in Colombia can exercise.

In this way, these new studies could explain in more detail, how these work practices can increase employee participation and commitments, and in general in all work behavior. Similarly, as such practices boost job creation, due to the best economic returns obtained, through this inclusive leadership of small traders.

Finally, it is proposed to know the perception that suppliers who use these digital platforms have to sell their products, that is, to know the perception not only of the buyer who uses these platforms, but also from small entrepreneurs who sell to these platforms, which have found in these tools a new distribution channel to reach the final consumer, in restaurants.

Acknowledgements

This research would like to thank the “La Barra” magazine (https://www.revistalabarra.com/) team for their willingness to share the survey questionnaire with their subscribers.

Disclosure statement

No potential conflict of interest was reported by the author(s).

Additional information

Notes on contributors

Maria Alejandra Garcia-Buitrago

Maria Alejandra Garcia-Buitrago, she obtained a degree in International Business and master’s degree in Digital Marketing Management at the Fundación Universitaria del Área Andina. Her research interest includes marketing strategy, digital marketing and B2B Marketing.

Yeny Paola Mariño-Parra

Yeny Paola Mariño-Parra, works as a Leader of Ecommerce. She obtained a degree in Systems Engineer at Universidad de Caldas, in addition, is a strategic project manager specialist and master candidate in Digital Marketing Management at Universidad Area Andina. Her research interests include e-commerce, marketing strategy and digital transformation.

Erika Jazmin Ortegon-Lopez

Erika Jazmin Ortegon-Lopez is a Marketing and Advertising Professional and candidate for the Master’s Degree in Digital Marketing Management from the Andean Area University Foundation. He has more than 18 years of experience in marketing and communications. His research areas are in the areas of digital marketing, customer experience and e-commerce.

Jose Andres Areiza-Padilla

Jose Andres Areiza-Padilla he obtained a Degree in Business Administration at Pontificia Universidad Javeriana. In addition, he obtained a master’s degree in Corporative Communication and Advertising from Madrid’s Universidad Complutense, and a Master’s in Marketing from Barcelona’s Universidad Autónoma. He is a PhD in Marketing at Universidad de Valencia. His interests include experiential marketing topics, consumer behaviour and sales in the services industry.

Tatiana Galindo-Becerra

Tatiana Galindo-Becerra is the Director of Undergraduate Business Studies at CESA (Bogotá, Colombia). She obtained a Degree in Business Administration at Pontificia Universidad Javeriana. In addition, she obtained a master’s degree in Strategic Marketing from Durham University (UK). Her research interests include consumer behavior, experiential marketing and marketing strategy.

Ivan Veas-González

Ivan Veas-González is Assistant Professor and Researcher in Marketing, Bachelor of Science in Business Administration, Master of Management, and Doctor of Marketing from the University of Valencia. His main areas of research are consumer behavior, employee service behavior, cocreation value, and health.

Karla Barajas-Portas

Karla Barajas-Portas she obtained a Degree in Administration and Marketing at Universidad Panamericana, Cd. de México. In addition, she obtained a master’s degree in Integrated Marketing Communication from Madrid’s Universidad Complutense. She is a PhD in Advanced Marketing at Universidad Rey Juan Carlos. Her interests include consumer behavior.