Unleashing the potential: Enhancing technology adoption and innovation for micro, small and medium-sized enterprises (MSMEs)

Figures & data

Figure 1. Definition of MSMEs by category “SME Corp Malaysia (2021)”.

Figure 2. Msmes performance in 2021 “SME Corp Malaysia (2021)”.

Figure 3. Contribution of MSMEs Malaysia 2021 “DOSM (2021)”.

Figure 4. GDP, Malaysia, MSMEs and non-MSMEs 2001–2021 at constant prices- Annual percentage change “DOSM (2021)”.

Figure 5. Value added and contribution of MSMEs’ GDP to Malaysia GDP 2015–2021 at constant 2015 prices “DOSM (2021).

Figure 6. Annual percentage change of MSMEs’ GDP by kind of economic activity for 2019–2021 at constant 2015 prices “Department of Statistics Malaysia (2021)”.

Figure 7. Percentage share of Malaysia and MSMEs’ GDP for 2021 at constant 2015 prices “DOSM (2021)”.

Figure 8. Theory of Reasoned Action (TRA) “Fishbein and Ajzen (1980)”.

Figure 9. Theory of planned behaviour (TPB) “Ajzen and Madden (1985)”.

Figure 10. Technology acceptance model (TAM) “Davis (1989)”.

Figure 11. TAM 2 “Venkatesh and Davis (2000)”.

Figure 12. TAM 3 “Venkatesh and Bala (2008)”.

Figure 13. DOI adopter categories “Rogers (1962)”.

Figure 14. TOE framework “Tornatzky and Fleischer (1990)”.

Figure 15. UTAUT “Venkatesh et al. (2003)”.

Figure 16. UTAUT 2 “Venkatesh et al. (2003)”.

Figure 17. SCT “Bandura (1986)”.

Table 1. The challenges of technology adoption among small business in 2013–2023

No.	Authors	Challenges
1	Shemi and Procter (2013)	SMEs face various challenges in adopting e-commerce applications, including technical, administrative, ecological, and executional challenges. These obstacles hinder the successful integration and utilization of e-commerce technologies within SMEs operations.
2	Lewandowski et al. (2013)	When it comes to implementing and utilizing efficient Enterprise Resource Planning Software as a Service (ERP SAAS), SMEs commonly encounter challenges in terms of functionality, consistency, compatibility, and serviceability. These challenges can impact the successful implementation and ongoing usage of ERP SAAS systems by SMEs.
3	Mba and Cletus (2014)	SMEs in Port-Harcourt City, Nigeria faces several challenges that hinder their day-to-day operations and hinder their overall performance. These challenges include inadequate funding, limited social infrastructure, insufficient administrative skills, and high taxation. Addressing these issues comprehensively is crucial to enabling the outstanding performance of SMEs in Port-Harcourt City.
4	Dahnil et al. (2014)	Compared to large enterprises, SMEs often face challenges related to a lack of capital, human resources, and technological resources, which can make the adoption, implementation, and execution of IT in their business processes costly and difficult. In Malaysia, one of the fundamental problems faced by SMEs is a lack of expertise in effectively utilizing social media marketing practices.
5	Bharathi and Mandal (2015)	The adoption of ERP services in SMEs presents various challenges, including implementation cost, organizational cost, security cost, and organizational functionality factors. To prioritize and address these challenges, the Analytic Hierarchy Process (AHP) can be utilized. AHP helps identify the most critical aspects of cloud ERP that contribute to the justifiable business performance of SMEs. By using AHP, SMEs can make informed decisions and allocate resources effectively to enhance their ERP adoption and overall business performance.
6	Awa et al. (2015)	SMEs face significant challenges when implementing e-commerce, including the lack of supportive infrastructure, facilitative conditions, organizational size, employees’ attitude towards e-commerce applications, and perceived service quality. These challenges can hinder the successful adoption and utilization of e-commerce platforms by SMEs. Overcoming these obstacles requires addressing infrastructure gaps, creating an enabling environment, fostering a positive attitude towards e-commerce, and ensuring high-quality service provision to enhance the e-commerce implementation process for SMEs.
7	Chatzoglou and Chatzoudes (2016)	The author has identified key factors that significantly impact the implementation of e-business by SMEs. These factors include IT support, technical skills, organizational size, administrator expertise, implementation cost, government and supplier support, competitive pressure, consumer willingness, and perceived acceptance.
8	Coleman et al. (2016)	SMEs in Europe face multiple challenges in adopting big data analytics. These challenges include a lack of understanding of new business trends, limited awareness of the potential benefits, resistance to adopting advanced practices, a shortage of expertise in data analytics and skilled analysts, limited access to consultancy services, concerns about data security, and financial constraints.
9	Shah et al. (2017)	SMEs face significant challenges when adopting and implementing big data. These challenges can be categorized as technical, economic, and managerial. Technical challenges involve issues related to data infrastructure, integration, and analysis. Economic challenges include the cost of acquiring and managing big data technologies. Managerial challenges encompass issues such as data governance, talent management, and decision-making processes.
10	Kabanda and Brown (2017)	Successful ICT adoption and effective implementation in Tanzanian SMEs are hindered by several challenges. These challenges include inadequate utilization of websites for marketing purposes, limited usage of mobile technology for transactions, and difficulties in collaborating with technical service providers to address technical issues. These factors contribute to the obstacles faced by Tanzanian SMEs in adopting and leveraging ICT for their business operations.
11	Kumar and Ayedee (2018)	SMEs face various challenges that affect their financial performance and brand image. These challenges include a lack of funds, unskilled labor, lower quality standards, limited financial resources, and an unhealthy work culture. Due to these factors, SMEs often struggle to prioritize quality and establish a strong brand image, which ultimately impacts their monetary flow and competitiveness compared to larger enterprises.
12	AlSharji et al. (2018)	The most significant challenge faced by SMEs in the UAE regarding social media adoption is the alignment of Technological Setting, Organizational Framework, and Environmental Situation.
13	Salleh et al. (2018)	The most common challenges faced by SMEs in adopting cloud computing are related to data safety and secrecy concerns, difficulties in switching vendors due to costs, internet connectivity and speed issues, and network availability. Additionally, SMEs may also encounter challenges in handling market fluctuations and changing customer preferences.
14	Jaganathan et al. (2018)	The article explores challenges faced by MSMEs in adopting and implementing ICT. These challenges include limited managerial abilities, poor project management, lack of technical resources, knowledge, and support, inadequate infrastructure, resistance to change, high implementation costs, cultural and legal issues, and difficulty obtaining funding for ICT implementation. It emphasizes the significance of innovative strategies and effective ICT deployment to enhance survival and growth in the dynamic business environment.
15	Afifah et al. (2018)	The article highlights various challenges confronted by MSMEs in embracing digital marketing. These challenges encompass a lack of awareness and comprehension regarding the advantages of ICT, apprehensions about security and privacy, scarcity of skilled workers, limited integration of computer technology in business operations, cultural barriers, and financial constraints. The research also discovered that the government’s training efforts resulted in minimal success, with less than 10% of MSMEs continuing to adopt e-commerce. The primary reason cited for this reluctance was the perceived difficulty in fully adopting digital marketing practices.
16	Prause (2019)	The challenges in the adoption of Industry 4.0 in Japan can be summarized as a combination of overall and specific technological factors, administrative hurdles, and environmental considerations.
17	Singh et al. (2019)	The Indian food sector faces challenges related to financial issues, lack of technical assistance, scarcity of skilled labor, outdated technologies, and governance issues.
18	Kumar and Ayedee (2019a)	The main hurdles in technology implementation are the lack of professional training and switch-over cost.
19	Matias and Hernandez (2019)	MSMEs in the Philippines encounter several challenges in adopting cloud computing, including worries about IT capability, a scarcity of professionals with cloud computing skills, and the necessity for training.
20	Kumar et al. (2020)	During the COVID-19 pandemic, technology adoption by SMEs is hindered by unskilled employees. SMEs face significant challenges related to the cost of traditional marketing channels and finding it expensive to hire marketers. Additionally, achieving CSR goals becomes challenging when trying to address environmental concerns.
21	Kumar et al. (2020)	The main challenge faced by SMEs in adopting Industry 4.0 applications is the lack of enthusiasm and support from business partners and clients. Moreover, the fear of failure associated with Industry 4.0 technology impacts the overall group performance.
22	Azman et al. (2020)	The most significant challenge faced by MSMEs, particularly micro-entrepreneurs, is the shortage of capital or limited access to finance.
23	Mohanty and Mishra (2020)	These challenges include a lack of technical knowledge and skills, perceptions of the cost of implementing unaffordable technologies, the need for human resources with adequate technological capabilities, and internet network problems.
24	Chang and M (2021)	The adoption of Industry 4.0 technologies is profoundly impacted by technical aspects, including readiness to adopt, technological infrastructure, and integration. Additionally, the adoption is also influenced by organizational factors such as financial obligations, lack of top management support, competitive pressure, and environmental uncertainty. These factors play a significant role in determining the successful implementation of Industry 4.0 technologies.
25	Kumar and Ayedee (2021)	During COVID-19, SMEs encountered various challenges in their operations. These challenges included deficiencies in ICT infrastructure, lack of standards, concerns about data security, high investment requirements, shortages in skilled workforce, and the absence of a monitoring framework. These hurdles placed unwanted strain on SMEs as they navigated through the pandemic.
26	Maisiri (2021)	In sub-Saharan African developing countries, sustainable adoption of Industry 4.0 faces explicit inhibitors. These inhibitors include lagging industrial development, insufficient innovation systems, slow and deliberate adoption, restricted access to Industry 4.0 technology, limited internet supply, and a scarcity of critical skills. These challenges impede the widespread implementation of Industry 4.0 practices in the region.
27	Turkyilmaz (2021)	Kazakhstan enterprises encounter critical challenges in adopting Industry 4.0. These challenges include a deficiency of skilled personnel in SMEs and a lack of acute strategy. Additionally, data safety issues at the current ICT level and overall structure of Kazakhstan are also significant concerns. These obstacles hinder the smooth adoption and implementation of Industry 4.0 practices in the country.
28	Ali (2021)	The successful adoption of effective social media platforms by SMEs faces key challenges related to the organizational construct. These challenges encompass internal characteristics of firms, employees’ size, organizations’ turnover, administrative structure, restricted resources, correlated issues, economic uncertainty, trading partner pressure, and competition enforcement. These factors collectively influence the adoption and implementation of Social Media strategies in SMEs, making it essential for businesses to address these challenges to leverage the full potential of social media platforms.
29	Viswanathan and Telukdarie (2021)	The World Economic Forum survey identifies the lack of professional skills training at academic institutes as a significant obstacle limiting entrepreneurship potential. In the current scenario, the market is volatile with increasing demand, particularly in customer-oriented service industries. To navigate these challenges, robust supply chain management and vigorous adoption of technology are crucial for businesses.
30	Nasution (2021)	The effective implementation of e-commerce by SMEs in North Sumatera is influenced by various factors. These factors include the innovativeness and proactiveness of Entrepreneur Orientation (EO), risk-taking and proactiveness of EO, knowledge management process, future uncertainty, primitiveness of EO, and dynamic capability (DC). These aspects play a vital role in shaping the successful adoption and utilization of e-commerce among SMEs in the region.
31	Elissa et al. (2022)	The challenges include low levels of financial literacy among MSMEs in Indonesia, limited access to external funding sources, over-reliance on internally generated funds, challenges in adopting new technologies, and the need for more research on the effectiveness of government financial support for MSMEs during a crisis. The main challenge of the study is to identify the most effective strategies to support MSMEs during a crisis, given the complex and dynamic nature of such situations.
32	Gandhi et al. (2021)	MSMEs in Indonesia face numerous challenges in obtaining product certification. These challenges encompass various aspects, including financial constraints, limited resources to cover certification costs, low technological capabilities, inadequate technical production capacity, weak management and organizational capacity, and a shortage of qualified human resources to implement and maintain the certification. Additionally, MSMEs encounter typical hurdles seen across the sector, such as technical obstacles, institutional barriers to market access, financial difficulties in adopting suitable technologies to meet certification standards, compliance challenges with regulations, documentation concerns, and the overall cost and organizational implications of certification processes.
33	Wahyuni et al. (2021)	The article does not provide information specifically about the challenges facing MSMEs in Bandung city in using blockchain technology. However, it does discuss the challenges faced by MSMEs in Indonesia in terms of technology adoption, such as a lack of technical knowledge and skills, perceptions of high costs, and a need for human resources with adequate technological capabilities. These challenges may also apply to MSMEs in Bandung city when it comes to adopting blockchain technology.
34	Shanmugam and Shanmugam (2021)	Technology adoption in the manufacturing industry is shallow, and its application is limited due to a scarcity of available sources.
35	Hasbolah et al. (2021)	The article addresses various challenges encountered by MSMEs, such as financial assistance, insufficient training of staff, lack of experience, low commitment to technology implementation, and high-cost maintenance. The complexity of technology use can be particularly challenging for small-scale entrepreneurs, especially those from rural backgrounds, to grasp quickly.
36	Islami et al. (2021)	The article highlights various challenges encountered by MSMEs, such as inadequate managerial management practices, missed opportunities in the digital era, and a lack of effort in seeking information to enhance product quality and business growth. Furthermore, some MSMEs disregard or overlook competitors.
37	Barroga et al. (2021)	The article identifies challenges faced by MSMEs in the Philippines regarding the adoption of smart manufacturing technologies. These challenges include high technology costs, inadequate infrastructure, a shortage of skilled employees, and lack of knowledge. Knowledge and financial constraints are cited as the primary barriers to the adoption of cutting-edge technologies.
38	Kurniawati et al. (2021)	The article addresses challenges faced by MSMEs in Indonesia when adopting digital technologies, such as the lack of knowledge and skills among employers and workers in online methods, poor telecommunication infrastructure, consumers’ limited understanding of technology, and the unreadiness of MSME human resources for online business. Additionally, the adaptation process to new technologies, like e-commerce, can be complicated for MSMEs. These challenges underscore the need for improving human resource quality and educating on digitalization strategies.
39	Kumar et al. (2022)	The challenges include identifying the factors that influence Indian MSMEs to adopt ICT during and following the COVID-19 crisis, checking whether ICT applications in MSMEs can deliver benefits, analyzing the impact of the pandemic on people, economy, and environment.
40	Yeong et al. (2022)	The challenges faced by women-owned small and medium-sized enterprises (WOSMEs) in Malaysia when it comes to adopting e-business practices. These challenges are related to the digital gender gap between men and women, which continues to expand in developing countries, and the potential for greater gender inequalities between WOSMEs and SMEs owned by men as a result of digital transformation.
41	Wulandari and Koe (2022)	MSMEs are facing a downturn amid the COVID-19 pandemic, and a significant contributing factor to this slump is their unpreparedness to embrace digital buying and selling transactions. The article emphasizes the importance of adopting digital marketing strategies to enhance business flexibility and efficiency. However, it acknowledges that many MSMEs are still in the early stages of digital adoption and need further support to fully embrace digital marketing practices.
42	Nurqamarani et al. (2022)	The challenges facing MSMEs related to the COVID-19 pandemic include vulnerability due to size, scale of business, and availability of financial resources. Additionally, challenges in adopting new technologies include lack of technical knowledge and skills, perceptions of cost, and obstacles faced due to social mobility restrictions. The article suggests that the adoption of ICT, specifically social media, can help MSMEs overcome these challenges.
43	Rashida et al. (2022)	The article examines multiple challenges faced by MSMEs, encompassing the necessity for innovation to bolster market position and performance, the struggle for long-term sustainability, funding limitations, high initial capital costs, and expertise gaps in sustainability initiatives. Moreover, it delves into the impact of the COVID-19 pandemic on MSMEs and explores the roles of Islamic crowdfunding, financial literacy, and technology adoption in addressing these challenges.
44	Jalil et al. (2022)	The article identifies challenges in MSMEs’ technology adoption, such as financial constraints, limited resources, and insufficient technical expertise among employees. Furthermore, the COVID-19 pandemic has notably impacted MSMEs, especially in developing countries, leading to shifts in entrepreneurial businesses.
45	Jamalut et al. (2022)	MSMEs in the agrofood sector encounter numerous challenges, such as slow and limited adoption of modern innovation technology, lack of awareness and understanding of IoT technology, and underutilization of high-tech machinery.
46	Salim et al. (2022)	MSMEs in Indonesia and Malaysia face multiple challenges, including difficulties in accessing sufficient capital resources, limited effectiveness of investment programs for human resource development, marketing capabilities, financing, technology access, and creating a favorable policy environment. Moreover, they encounter limited awareness of ICT’s potential, security concerns, and expensive ICT expenses. Additionally, MSMEs lack knowledge and expertise in technology, particularly online payment technology.
47	Tupamahu (2022)	MSMEs in Indonesia confront several challenges, including limited competitiveness attributed to quality and technological constraints. To maintain competitiveness, resolving issues of economy of scale becomes crucial. Additionally, enhancing business capabilities is essential for MSMEs to increase their income and welfare.
48	Fauzi and Sheng (2022)	MSMEs encounter significant obstacles, including limited financial access, unskilled management, restricted access to the latest technology, and unprofitable relationships with big companies.
49	Charoennan et al. (2022)	The COVID-19 pandemic posed significant challenges to MSMEs in Thailand, making them more vulnerable than ever. Containment measures led to temporary halting or permanent closure of businesses due to reduced consumer purchasing power. This sudden revenue reduction affected their cash flow and viability. Moreover, MSMEs in Thailand faced obstacles in technology adoption and innovation due to high risks, costs, resource limitations, organizational culture, and added workload brought about by change.
50	Kilay et al. (2022)	The article discusses challenges faced by MSMEs in Indonesia regarding the implementation of e-payment and e-commerce services in the supply chain. These challenges include limited competence and human resource capabilities for analyzing changes in organizations, business partners, and customers. MSMEs also face difficulties in creating e-commerce service systems that align with required business processes and capabilities.
51	Parvand and Rasiah (2022)	The article highlights that MSMEs mills encounter notable challenges in adopting innovative and complex milling technologies. Their size often leads to a lack of financial resources, making it difficult for them to absorb the risks associated with technology adoption.
52	Amornkitvikai et al. (2022)	The article addresses challenges faced by Thai MSMEs in adopting e-commerce technology, such as outdated tools, limited access to necessary technology, a digital gap between large and small firms, and a lack of marketing knowledge and experience. Additionally, older MSMEs may find it challenging to adopt IT solutions.
53	Shetty and Panda (2022)	The article addresses challenges encountered by SMEs in adopting cloud technology. These challenges include the high cost of maintaining a monolithic IT infrastructure and unresolved issues, such as savings not materializing, vendor lock-ins, service level agreements, and migration interfaces. Additionally, technology-business dynamics can impact small enterprises’ business processes, and the financial implications for cloud operational expenditure, such as internet access, business process migration, cloud administration, and training, are significantly high.
54	Anggadini et al. (2023)	The challenges facing MSMEs in the article include low levels of financial literacy among Indonesian entrepreneurs compared to other ASEAN countries, which can hinder their ability to understand different financing provisions and navigate complex loan application procedures. This low level of financial literacy also results in SMEs having minimal access to external funding sources, limiting their role in economic development. Additionally, the COVID-19 pandemic has put many small businesses at risk of running out of money due to their over-reliance on internally generated funds to leverage their operations, and their difficulty accessing financial services from formal financial institutions. The adoption of new technologies, such as those needed for business digital transformation, can also be challenging for MSMEs due to a lack of technical knowledge and skills, perceptions of the cost of implementing unaffordable technologies, and internet network problems.
55	Aligarh, Sutopo and Widarjo (2023)	The article points out that technology adoption in MSMEs is distinct from large companies due to their limited capital capabilities and lower technology acceptance. Moreover, cloud computing service providers must address high computer anxiety to instill confidence and comfort in their services. These challenges can hinder MSMEs from readily adopting new technologies like cloud computing.
56	Ananda et al. (2023)	The article addresses two main challenges hindering the effective application of cashless systems among MSMEs. The first challenge is connectivity issues, encompassing compatibility problems with cashless payment terminals and the need for 4G network upgrades in urban areas, as well as slower internet data speeds in rural areas. The second challenge is practicality issues, especially for MSME owners belonging to the baby boomers’ generation and low-income earners, who face difficulties in effectively using cashless systems.
57	Lashitew (2023)	The article discusses challenges faced by CEOs in adopting and utilizing digital technologies during the COVID-19 pandemic. These include the high investment risks, adaptability to change, and integrating new technologies into existing practices. The adoption of remote work and e-commerce necessitates virtual coordination and output-based assessment, which can be challenging for some managers. CEO attributes like gender and experience can influence technology adoption. For SMEs, challenges in adopting digital technologies during the pandemic include differences in IT capabilities and resources, both at firm and geographic levels, impacting technology’s marginal productivity and adjustment costs. Limited resources, such as financial constraints and lack of technical expertise, can hinder adoption. However, successful adoption and modernization can improve long-term competitiveness and resilience for SMEs.
58	Soluk et al. (2023)	The article explores challenges encountered by SMEs, such as limited financial and human resources, lack of skills and capabilities for digital technology adoption, and being located in deprived areas. These obstacles can hinder SMEs in developing dynamic capabilities and embracing digital technologies.
59	Lin et al. (2023)	The article examines how information asymmetry poses challenges for SMEs in making informed decisions about innovation adoption. The study reveals that information asymmetry related to financial, business regulation, and court information reduces the likelihood of SMEs adopting product innovation.
60	Al-Azzama et al. (2023)	SMEs encounter challenges in effectively handling and leveraging big data to gain a competitive edge. While big data analytics (BDA) offers advantages, SMEs are not able to fully harness its potential as efficiently as larger firms. The hesitance of SMEs to adopt BDA can pose a significant threat to their competitiveness. Furthermore, in cases where BDA has been introduced, implementation has been sluggish.
61	Martini et al. (2023)	In the ever-changing business environment, all businesses, including micro and small enterprises (MSEs), must embrace technology to confront challenges and ensure survival. However, it is acknowledged that MSEs may encounter difficulties in adopting digital technology, primarily due to financial constraints and a lack of innovation capability.
62	Ta and Lin (2023)	The article highlights various challenges faced by SMEs in adopting digital transformation. These challenges encompass limited financial and human resources for development, a shortage of technical and managerial skills, restricted access to finance, technology, and markets, as well as the need for effective business structures. Additionally, SMEs contend with environmental uncertainty arising from unpredictable changes in the economy.

Table 2. Recurring Challenges in MSMEs' Adoption of Technologies

No.	Authors	Challenges	Frequency
1	Ta and Lin (2023), Soluk et al. (2023), Frank et al. (2023), Anggadini et al. (2023), Amornkitvikai et al. (2022), Parvand and Rasiah (2022), Kilay et al. (2022), Charoennan et al. (2022), Abu and Margaret (2022), Tupamahu (2022), Salim et al. (2022), Jamalut et al. (2022), Jalil et al. (2022), Kumar et al. (2022), Kurniawati et al. (2021), Islami et al. (2021), Hasbolah et al. (2021), Wahyuni et al. (2021), Gandhi et al. (2021), Kumar and Ayedee (2021), Elissa et al. (2021), Nasution (2021), Viswanathan and Telukdarie (2021), Chang and M (2021), Turkyilmaz (2021), Maisiri (2021), Mohanty and Mishra (2020), Kumar et al. (2020), Singh et al. (2019), Prause (2019), Matias and Hernandez (2019), Kumar and Ayedee (2019b), Jaganathan et al. (2018), Salleh et al. (2018), Afifah et al. (2018), AlSharji et al. (2018), Kumar and Ayedee (2018), Shah et al. (2017), Kabanda and Brown (2017), Coleman et al. (2016), Chatzoglou and Chatzoudes (2016), Mba and Cletus (2014), Dahnil et al. (2014), Shemi and Procter (2013), Lewandowski et al. (2013)	Insufficient technical expertise and effectiveness	45
2	Salim et al. (2022), Kurniawati et al. (2021), Turkyilmaz (2021), Afifah et al. (2018), Salleh et al. (2018), Coleman et al. (2016)	Lack of safety or security	6
3	Anggadini et al. (2023), Gandhi et al. (2021), Ali (2021), Chang and M (2021), Turkyilmaz (2021), Maisiri (2021), Kumar and Ayedee (2021), Mohanty and Mishra (2020), Kumar et al. (2020), Kumar et al. (2020), Prause (2019), Matias and Hernandez (2019), Kumar and Ayedee (2018), Jaganathan et al. (2018), AlSharji et al. (2018), Shah et al. (2017), Coleman et al. (2016), Chatzoglou and Chatzoudes (2016), Mba and Cletus (2014), Dahnil et al. (2014), Shemi and Procter (2013), Lewandowski et al. (2013)	Lack of organizational support	22
4	Ta and Lin (2023), Martini et al. (2023), Al-Azzama et al. (2023), Lin et al. (2023), Soluk et al. (2023), Lashitew (2023), Ananda et al. (2023), Aligarh, Sutopo and Widarjo (2023), Anggadini et al. (2023), Shetty and Panda (2022), Amornkitvikai et al. (2022), Parvand and Rasiah (2022), Kilay et al. (2022), Charoennan et al. (2022), Abu and Margaret (2022), Tupamahu (2022), Salim et al. (2022), Jamalut et al. (2022), Jalil et al. (2022), Rashida et al. (2022), Nurqamarani et al. (2022), Wulandari and Koe (2022), Yeong et al. (2022), Kumar et al. (2022), Kurniawati et al. (2021), Maisiri (2021), Barroga et al. (2021), Islami et al. (2021), Hasbolah et al. (2021), Shanmugam and Shanmugam (2021), Wahyuni et al. (2021), Gandhi et al. (2021), Elissa et al. (2021), Nasution (2021), Viswanathan and Telukdarie (2021), Ali (2021), Kumar and Ayedee (2021), Mohanty and Mishra (2020), Azman et al. (2020), Kumar et al. (2020), Kumar et al. (2020), Prause (2019), Matias and Hernandez (2019), AlSharji et al. (2018), Jaganathan et al. (2018), Afifah et al. (2018), Kumar and Ayedee (2018), Salleh et al. (2018), Kabanda and Brown (2017), Coleman et al. (2016), Chatzoglou and Chatzoudes (2016), Awa et al. (2015), Bharathi and Mandal (2015), Mba and Cletus (2014), Shemi and Procter (2013), Lewandowski et al. (2013)	Challenges to adoption	56
5	Charoennan et al. (2022), Abu and Margaret (2022), Salim et al. (2022), Gandhi et al. (2021), Elissa et al. (2021), Viswanathan and Telukdarie (2021), Singh et al. (2019), Salleh et al. (2018), AlSharji et al. (2018), Chatzoglou and Chatzoudes (2016)	Less government supports	10
6	Singh et al. (2019)	Internet and obsolete technologies	1
7	Shetty and Panda (2022), Salim et al. (2022), Gandhi et al. (2021), Maisiri (2021), Kumar and Ayedee (2019a), Kumar and Ayedee (2018), Jaganathan et al. (2018), Shah et al. (2017), Bharathi and Mandal (2015)	Technology and infrastructure costs	9

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