An Adoption Model of Software as a Service (SaaS) in SMEs

Software as Service (SaaS) model of cloud computing is currently one of the most advanced technology innovations. Due to its scalability and network-based operation, SaaS offers opportunities for small and medium enterprises (SMEs) to take advantage of the latest technology without costly investment on IT infrastructure and expertise. Despite its benefits, SMEs’ adoption of SaaS is not prevalent. In this paper, by synthesizing Diffusion of Innovation theory, Technology-Organization-Environment theory and Protection Motivation theory, we propose a conceptual model which explains adoption factors of SaaS in SMEs. Our proposed model extends focus on protection motivation of SMEs in assessing SaaS adoption risks in addition to technology, organisation, and environment factors

Determinants of SaaS ERP Systems Adoption

ERP systems are now offered on the cloud under Software as a Service (SaaS) model. For small and medium sized enterprises (SMEs), this is considered the best opportunity to take advantage of the capabilities of an Enterprise Resource Planning (ERP) system without the investment and management costs associated with the on-premise model. This study investigates the factors influencing the adoption of SaaS ERP system by SMEs. Using a cross-sectional field study conducted across four major case study organizations and software vendors, this study identifies the determinants for the adoption decision and analyses benefits and challenges. According to study, low total cost of ownership, low initial investment costs, potential willingness of the vendor to participate in co-creation of value for customers, continuous improvement of the product offerings and generic benefits of implementing an integrated ERP system are determinants of SaaS ERP adoption decisions by SMEs. Competitive pressures faced by the enterprise, external factors, concerns on the security and integrity of data have no influence on adoption decision, according to this study. Instead, SaaS ERP vendor’s long term reputation, promised shorter deployment time, total cost of ownership, willingness to listen and continuously improve the product, vendor’s ability and willingness to support customers throughout the product life cycle are the factors that would attract SMEs towards SaaS ERP systems

a literature review synthesis in small and medium enterprises

Rodrigues, J., Ruivo, P., & Oliveira, T. (2014). Software as a Service Value and Firm Performance: a literature review synthesis in small and medium enterprises. In J. Varajão, M. Cunha, N. Bjørn-Andersen, R. Turner, D. Wijesekera, R. Martinho, & R. Rijo (Eds.), CENTERIS 2014 - Conference on ENTERprise Information Systems / ProjMAN 2014 - International Conference on Project MANagement / HCIST 2014 - International Conference on Health and Social Care Information Systems and Technologies (Vol. 16, pp. 206-211). (Procedia Technology; Vol. 16). DOI: 10.1016/j.protcy.2014.10.085It is consensual that Software as a Service (SaaS) has significant effects on enterprise costs and return on investment (ROI) in information technologies (IT) and information systems (IS). However, as a distribution model which is still relatively recent and a fraction of all IT invested, even if growing at a faster pace than traditional distribution models, the impact in Firm Performance is still an area of research which is very much under covered especially in the small and medium enterprises (SMEs) segment. Literature reviews to support research of SaaS applications impact in SMEs Firm Performance are unknown to the best of our knowledge and this review in selected publications is a starting point to fill this gap and looks at some of the cross-road subjects that might be combined to build on greater knowledge and research work on the subject, such as Firm Performance influenced by (not specified genre of) IT/IS adoption; Cloud Computing and Performance, and, Enterprise Systems Software and Firm Performance. It provides an updated bibliography of the most relevant publications about these subjects, published mainly during the period of 2001 to 2014, for the exception of a seminal article published in 1995. A total of 32 articles from 30 journals and 2 conferences are reviewed. The main focus of this paper is to shed the light on the areas that researchers should consider in the research of the impact of SaaS business applications adoption in SMEs Firm Performance, and which are the major variables that explain SaaS Value influence to these organizations. (C) 2014 Published by Elsevier Ltd.publishersversionpublishe

SMEs: ERP or virtual collaboration teams

Small firms are indeed the engines of global economic growth. Small and Medium Enterprises (SMEs) play an important role to promote economic development. SMEs in the beginning of implementing new technologies always face capital shortage and need technological assistance. Available ERP systems do not fulfil the specific requirements of Small firms. SMEs has scarce resources and manpower therefore many SMEs don?t have the possessions to buy and operate an ERP System. On the other hand competition and competitiveness of SMEs have to be strengthened. This paper briefly reviews the existing perspectives on virtual teams and their effect on SMEs management. It also discusses the main characteristics of virtual teams and clarifies the differences aspects of virtual team application in SMEs. After outlining some of the main advantages and pitfall of such teams, it concentrates on comparing of ERP and virtual collaborative teams in SMEs. Finally, it provides evidence for the need of ?Software as a Service (SaaS)? where an application is hosted as a service provided to customers across the web for SMEs as an alternative of ERP. It has been widely argued that ERP disadvantage in SMEs such as administrative expenditure and cost, isolated structure, severe lack of software flexibility, insufficient support of SMEs business and high operating cost, lead SMEs to use virtual collaborative team which is net work base solution

SME and NPO readiness for adopting software-as-a-service in developing countries

Includes abstract.Includes bibliographical references.This research aims to study [Software-as-a-Service] SaaS readiness and adoption in South Africa. South Africa is an emerging economy, but it has the qualities of both an emerging and a developing country. The telecommunications infrastructure in particular has the qualities of a developing country. This study focuses on small to medium sized organisations, comprising both enterprises and non-profit organisations. Molla and Licker's (2005a) Perceived E-Readiness Model (PERM) is adapted and used to study SaaS readiness and adoption. Important SaaS multi-theoretical factors were added to the PERM to increase the rigorousness of the model

Software as a Service (SaaS) for Small and Medium Enterprises (SMEs): The Role of Intermediaries

Software as a Service (SaaS) is anticipated to provide significant benefits to small and medium enterprises (SMEs) due to ease of access to high-end applications, 7*24 availability, utility pricing, etc. However, underlying SaaS is the assumption that SMEs will directly interact with the SaaS vendor and use a self-service model. In practice, we see the rise of SaaS intermediaries who support SMEs with using SaaS. This paper reports on an empirical study of the role of intermediaries in terms of how they support SMEs in sourcing and leveraging SaaS for their business. The contributions of this paper are: (1) the identification and description of the role of SaaS intermediaries and (2) the specification of different roles of SaaS intermediaries, in particular a more basic role focussing on technological and operational issues and a more added value role with a broader customer and strategic alignment perspective

Small And Medium Enterprises Sourcing Software As A Service – A Dynamic Perspective On Is Capabilities

Software as a Service (SaaS) is a promising approach for Small and Medium Enterprises (SMEs) firms, in particular those that are focused on growing fast and leveraging new technology, due to the potential benefits arising from its inherent scalability, reduced total cost of ownership and the ease of access to global innovations. This paper proposes a dynamic perspective on IS capabilities to understand and explain SMEs sourcing and leveraging SaaS. The model is derived from contextualizing the IS capabilities of Feeny and Willcocks (1998) to SMEs and SaaS and combining it with the dynamic capabilities framework of Teece (2007) . We conclude that SMEs sourcing and leveraging SaaS require leadership, business systems thinking and informed buying for sensing and seizing SaaS opportunities and require leadership and vendor development for transforming in terms of aligning and realigning specific tangible and intangible assets