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ge of the organizational changes which is the key to organizational survival (Brady et al, 1999 & Komenar, 1997). In order to attract and retain customers, the SMEs have to derive customer service advantages and marketing performance gains by adopted 'transformative' use of ICT (Brady et al, 1999). According to Martin and Matlay (2001), the relationship between marketing functions and ICT adoption in SME would make the firms need to make creative and innovative changes in ordeal to deal effectively with actual and perceived ICT related marketing opportunities due to less attention on strategic SME operations and emphasis more on managerial capacity and marketing opportunities. 'online marketing' only the step two in a five stages sequential progress to e-commerce and full ICT integration by a company identifies by DTI adoption ladder. Market analysis and related responses or strategies might be seen as sophistication function for e-use in SMEs (Martin & Matlay, 2001). Despite its high level of connectivity and basic e-commerce applications, business appear reluctant to move up the adoption ladder but the DTI adoption ladder model is heavily emphasis on financial based transaction (UK Online, 2000).

In the UK, 80 per cent of the SMEs have accessed to the Internet and another much smaller proportion also able to implement and embed new technologies for strategic purposes based on the figures of Internet adoption (UK Online, 2001). The adoption of ICT in the smaller firms has made the impact on SME profitability largely due to high connectivity according to the number of recent benchmarking surveys (UK Online, 2000). The UK government has initiative to promote the use of ICT and has ambitious target for Internet adoption, some has been already achieved (UK Online, 2000). In 2002, the digital marketplace there was 1.5 million SMEs expected to be 'wired up' since 1.7 million businesses already connected and 81 per cent of all firms in one form or another. The national e-economy development had shown the successful outcome of the achievements and impressive of Internet adoption (UK Online, 2000).

Information technology is implemented in SME can described as multidimensional change process (Martinsons & Chong, 1999 & Butter & Fitzgerald, 2001). Information technology is playing an important role for training in SME. According to Coates (2000), information technologies represent the drivers of change of all aspect of life. A new corporate culture and management change will form when the electronic commerce fit into organization operations (Fadden, 2000 & Hard & Knie, 2001). The most important element of implementation of information technology is human resources (Greene et al, 1997). Westhead and Storey (1996) describe that the implementation of information technology can intervene on training aid for change in developing human resources and human capabilities of the organization. Decision making has played a dominant role for owner-manager in SME sector (Jennings & Banfield, 1993 & Jennings & Beaver, 1995). The owner-manager has acted as principal driving force for implementation and adoption of electronic commerce. The role of a person characterized is in conjunction with the nature of managerial activity (Jennings & Beaver, 1995). The owner-manager ha本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。