Based on a survey conducted among 221 participants representing medium sized enterprises in Kathmandu this study reveals important findings, about the challenges and opportunities faced by these businesses. The analysis, which was supported by reliability tests highlights "Internal Readiness/Trainings" as the factor for successful implementation of information and communication technology (ICT) while "External Barriers" are identified as significant obstacles. To identify the components Principal Component Analysis (PCA) was utilized. These components serve as the foundation for a framework aimed at improving ICT implementation in SMEs. The main factors contributing to success include support, from top level management incentives for team members training for IT workforce effective change management practices and thorough software testing. On the hand barriers include awareness of ICT benefits and concerns related to data security.

Enterprises are often categorized based on factors such as the number of employees, annual sales, assets, or a combination of these criteria [1]. Within this categorization, Small and Medium-sized Enterprises (SMEs) hold a significant role and are widely recognized as vital contributors to a nation's economic growth and stability [2]. Unfortunately, many SMEs face the risk of failure, often attributed to a lack of timely and accurate data and information [3]. However, the adoption of Information and Communication Technology (ICT) can play a pivotal role in increasing the success rate of these enterprises [4]. SMEs play a crucial role in generating employment opportunities, thereby contributing to the overall economic growth of a nation [5]. They also foster a more competitive market environment [6]. To ensure the success of SMEs, it is essential to identify and prioritize Critical Success Factors (CSFs), which can vary depending on the type of enterprise and the specific regulations and policies of each country [7]. These CSFs encompass a wide range of factors, including those related to the enterprise itself, its business operations, and the entrepreneurial spirit behind it [8]. The presence and utilization of accurate and comprehensive data and information are fundamental to the survival and prosperity of organizations [9]. The rapid evolution of ICT has had a profound impact on organizations, catalyzing their growth [10]. However, even the most well-designed and rigorously tested IT tools may fall short of meeting an organization's actual requirements [11]. Therefore, the successful implementation of IT systems within an organization necessitates careful consideration of all factors and conditions that may influence both the implementation process and the system's effectiveness during its operational phase [12]. It is noteworthy that the success rate of IT system implementation, particularly in terms of executing a well- devised plan, tends to be low [13]. This can be attributed to a multitude of factors, encompassing technical, economic, organizational, behavioural, and psychological aspects. The complexity of IT system implementation arises from the collaboration between two distinct entities: the service provider and the service recipient [14]. Consequently, it becomes imperative to identify and understand the various factors that impact the effectiveness of IT system implementation. Enterprises are often classified based on factors such as number of employees, annual sales, assets, or a combination of these criteria. In this classification, small and medium enterprises (SMEs) play a significant role and are widely recognized as significant contributors to the economic growth and stability of the country. Unfortunately, many SMEs face the risk of failure, which is often attributed to a lack of timely and accurate information and information. However, the adoption of Information and Communication Technology (ICT) plays an important role in increasing the success of these projects.

SMEs play an important role in creating employment opportunities, thus contributing to the overall economic development of the country. They also create a more competitive market environment. In order for SMEs to succeed, it is important to identify and prioritize critical success factors (CSFs), which may vary depending on the type of company and the specific laws and regulations of each country. These CSFs include a wide range of factors related to the firm itself, its business activities and the entrepreneurial spirit behind it Sun. The availability and use of accurate and comprehensive information and information is fundamental to the survival and success of organizations. The rapidly developing information technology has had a tremendous impact on organizations and has acted as a catalyst for their growth. However, even well-designed and well-tested IT tools may not meet the real needs of an organization. Hence the perfect implementation. While Nepal’s small and medium enterprises (SMEs) sector has grown tremendously in recent years, the challenge of organizing these projects and ensuring their long-term success remains daunting [15]. The high failure rate of Nepali SMEs may be partly due to the struggle to adapt to the local business environment and effectively implement Information Technology (ICT) systems, the challenges and opportunities have not been adequately explored. There is a crucial need to identify and understand the key success factors that can lead to sustainable development of Nepali SMEs through ICT implementation. Furthermore, it is important to highlight the key barriers that hinder the effective use of ICT in these sectors. This study aims to address this gap by exploring the complex contextual and emotional interactions that affect ICT use in Nepalese SMEs. The overall objective is to develop a customized framework that can guide these companies towards better adoption of ICT, enabling them to overcome their challenges and understand the opportunities in the dynamic business environment of Nepal.

Research pertaining to the adoption of Information and Communication Technology (ICT) has consistently demonstrated that Small and Medium-sized Enterprises (SMEs) in developing countries face challenges in fully leveraging technological advancements to expand their business operations [16-19]. Consequently, there exists a compelling need for a deeper comprehension of the determinants influencing ICT adoption and the factors that propel or inhibit its implementation and utilization [20]. As early as 1996, scholars acknowledged that ICT integration within organizations had evolved from being optional to becoming an imperative for survival, underscoring the urgency and significance of adopting novel technologies [21]. Information and Communication Technology (ICT) stands as a key catalyst for business performance and directly shapes the success of enterprises [22]. It exerts a positive influence on economic growth and development by enhancing operational efficiency and productivity. ICT is instrumental in optimizing resource allocation, mitigating transaction costs, and fostering technological advancements [23]. SMEs in developing countries face unique challenges in ICT integration, ranging from suboptimal management practices and limited technology access to constrained credit facilities, educational gaps, unemployment, and obstacles like ICT infrastructure limitations and slow internet connectivity [24]. Encouraging SMEs to integrate ICT into their operations for more sophisticated applications presents intricate challenges, including the imperative for technical prowess, substantial investments, and organizational adjustments, which can pose financial burdens for these enterprises [25]. The adoption of ICT unfolds in three distinct stages: pre-adoption, adoption, and post-adoption [26]. During the pre-adoption phase, novel technologies are evaluated, with a focus on immediate benefits. The adoption phase involves meticulous planning for technology acquisition and utilization. In the post- adoption phase, the continuous utilization or potential abandonment of the technology is considered. Various ICT tools, including email, websites, e-commerce platforms, e-business models, and innovative organizational structures, come into play across these stages.

The main objective of this study is to explore the key success factors and barriers to ICT adoption in SMEs through a quantitative descriptive research approach. The research design is organized, starting from the identification and formulation of research problems hypothesis through an extensive review of existing literature, by organizations such as government agencies, NGOs, software companies, insurers, and academic institutions, by employees, managers, owners, and debtors’ involvement. Next, data analysis is an important process in which various statistical tools are used to summarize and organize the data. The descriptive analysis includes such factors as the mean and standard deviation, while the chi-square tests examine the relationship between the independent variables and the dependent variable, "Use of ICT in SMEs" They walk Cronbach alpha analysis so ensured reliability and validity. Factor analysis is performed to find patterns and underlying relationships in data, with Kaiser-Meyer-Olkin (KMO) and Bartlett tests assessing the suitability of data for factor analysis. Principal Component Analysis (PCA) is used for dimension reduction with data exploration, and Rotated Component Matrix Variance (RCMV) describe relationships among variables.

The data collected from the questionnaire survey were analyzed using Excel and IBM SPSS Statistics version 25.0. Descriptive statistics were employed to gain insights from the responses. In terms of respondent gender distribution, the majority (82.8%) were male, with female respondents accounting for 17.2%. Regarding the distribution of respondents based on their organizations, the largest group (39.4%) represented academic institutions, while the smallest group (1.4%) was associated with the automobile sector. These descriptive statistics provide a clear picture of the gender and organizational diversity among the survey participants.

Variables and components codes

All the variables and their components considered are coded for the computational easiness. The codes and its meaning are as per the following (Table 1).

Reliability analysis

For the reliability analysis, the Cranach’s alpha value is calculated. The overall Cronbach’s alpha value is summarized in table below (Table 2). Factors are acceptable if the value of alpha is greater than 0.7. Here, in the above table, we see that the Cronbach’s alpha calculated is 0.864. It means, all the factors are acceptable. The result shows that the internal uniformity of questionnaire is good and strength of association is also good. The reliability test is done for each variable also. The Cronbach’s alpha value for each variable is summarized in below table. From the above table, the alpha value of each variable is greater than 0.7 which means that all the factors are acceptable. Similarly, the alpha value for all items is 0.921 (greater than 0.7), hence all the items considered are consistent and acceptable (Table 3).

Reliability test for the six grouped components is performed using SPSS. Cronbach’s alpha test value is presented in (Table 9) below. The Cronbach’s alpha value of all the components concludes the acceptance and reliability of components. Reliability of the four components is seen to be accepted (greater than 0.7) and for two components, the alpha value is greater than 0.6 which is questionable but can be used. Now, the implementation model that can be used to judge the success of ICT Implementation in SMEs can be developed on the basis of results obtained from the above analysis.

Findings

The findings of this research, based on the analysis of responses from 221 participants representing various SMEs in Kathmandu, reveal several key insights. It is noteworthy that a majority of the respondents (82.8%) were male, and the most represented sectors among respondents were academic institutions (39.4%) and software and hardware industries (22.6%). The reliability test, assessed using Cronbach's Alpha, indicated good internal consistency among the survey questions. Standardized values pointed to "Internal Readiness/Trainings" as the most critical success factor for ICT implementation, while "External Barriers" emerged as the most formidable obstacle. Further statistical tests, such as the Kaiser-Meyer-Olkin (KMO) and Bartlett's tests, affirmed the suitability of the data for factor analysis. Principal Component Analysis (PCA) was employed to extract six components, with the Total Variance Explained (TVE) computed for each. The reliability of these items, as measured by Cronbach's alpha, was found to be acceptable. Ultimately, these factors form the basis for developing models to enhance the effective use of IT in SMEs. Key success factors identified included top management support, team member motivation, IT staff training, change management, and software testing, while barriers included lack of IT benefits and data lack of security concerns (Figure 1).

The conceptual model developed according to the factors identified and using the new collection of factors is as follows:

Through rigorous research, this study has identified several key success factors and barriers for ICT adoption in SMEs. Importantly, success factors include top management support, motivating team members, IT staff training, re-engineering departments, thorough software testing these factors is key to successful adoption of IT and contributes significantly to SME success in this regard.

Figure 1: Conceptual model developed by researchers.

In contrast, lack of staff supports in markings, lack of knowledge, infrastructure constraints, low staffing, safety concerns, inadequate product/vendor support, information insufficient inclusion and penetration of information technology. They can fail. In addition, factors classified through principal component analysis (PCA) include management and leadership dimensions, internal barriers, security concerns, external barriers, cost considerations, and process factors.

1. Gerstenfeld A, Roberts H. Size matters: barriers and prospects for environmental management in small and medium-sized enterprises. In Small and medium-sized enterprises and the environment. 2017; 106-118.
2. Manzoor F, Wei L, Siraj M. Small and medium-sized enterprises and economic growth in Pakistan: An ARDL bounds cointegration approach. Heliyon. 2021; 7.
3. Spekman RE, Davis EW. Risky business: expanding the discussion on risk and the extended enterprise. Inter J Phy Distribution Logistics Manag. 2004; 34: 414- 433.
4. Choshin M, Ghaffari A. An investigation of the impact of effective factors on the success of e- commerce in small-and medium-sized companies. Computers Human Behaviour. 2017; 66: 67-74.
5. Taiwo MA, Ayodeji AM, Yusuf BA. Impact of small and medium enterprises on economic growth and development. Ame j bus manag. 2012; 1: 18-22.
6. Todd PR, Javalgi RRG. Internationalization of SMEs in India: Fostering entrepreneurship by leveraging information technology. Inter j emerging markets. 2007; 2: 166-180.
7. Olszak CM, Ziemba E. Critical success factors for implementing business intelligence systems in small and medium enterprises on the example of upper Silesia, Poland. Interdisciplinary J Information, Knowledge, and Manag. 2012; 7: 129.
8. Sun AY, Yazdani A, Overend JD. Achievement assessment for enterprise resource planning (ERP) system implementations based on critical success factors (CSFs). Inter j production eco. 2005; 98: 189-203.
9. Knoke D. Organizational networks and corporate social capital. Corporate soc capital liability. Boston, MA: Springer US. 1999; 17-42.
10. Fang Z. E-government in digital era: concept, practice, and development. Inter j Computer, Internet manag. 2002; 10: 1-22.
11. Shneiderman B. Human-centered artificial intelligence: Reliable, safe & trustworthy. Inter J Human–Computer Interaction. 2020; 36: 495-504.
12. Gunasekaran A, Ngai EW. Information systems in supply chain integration and management. Eur j operational res. 2004; 159: 269-295.
13. Loh TC, Koh SCL. Critical elements for a successful enterprise resource planning implementation in small-and medium-sized enterprises. Inter j production res. 2004; 42: 3433-3455.
14. Stefansson G. Collaborative logistics management and the role of third?party service providers. Inter j phy distribution logistics manag. 2006; 36: 76-92.
15. Cook P. Finance and small and medium-sized enterprise in developing countries. J Developmental Entrepreneurship. 2001; 6: 17.
16. Barba-Sanchez V, Martinez-Ruiz MDP, Jimenez-Zarco AI. Drivers, benefits and challenges of ICT adoption by small and medium sized enterprises (SMEs): a literature review. Problems and Perspectives in Manag. 2007; 5: 103-114.
17. Apulu I, Latham A. Benefits of information and communication technology in small and medium sized enterprises: a case study of a Nigerian SME. 2010.
18. Li W, Liu K, Belitski M, Ghobadian A, O'Regan N. e-Leadership through strategic alignment: An empirical study of small-and medium-sized enterprises in the digital age. J Information Technol. 2016; 31: 185-206.
19. Del Giudice M, Scuotto V, Papa A, Tarba SY, Bresciani S, Warkentin M. A self?tuning model for smart manufacturing SMEs: Effects on digital innovation. J Product Innovation Manag. 2021; 38: 68-89.
20. Taylor P. Information and Communication Technology (ICT) adoption by small and medium enterprises in developing countries: The effects of leader, organizational and market environment factors. Inter J Eco, Commerce Manag United Kingdom. 2019; 7.
21. Miller R, Michalski W, Stevens B, Secretariat OECD. The promises and perils of 21st century technology: An overview of the issues. 21st, 7. 1998.
22. Apulu I, Latham A. Drivers for information and communication technology adoption: A case study of Nigerian small and medium sized enterprises. Inter J Bus Manag. 2011; 6: 51.
23. Rangan S, Sengul M. Information technology and transnational integration: Theory and evidence on the evolution of the modern multinational enterprise. J Inter Bus Studies. 2009; 40: 1496-1514.
24. Carayannis EG, Von Zedtwitz M. Architecting gloCal (global–local), real-virtual incubator networks (G-RVINs) as catalysts and accelerators of entrepreneurship in transitioning and developing economies: lessons learned and best practices from current development and business incubation practices. Technovation. 2005; 25: 95-110.
25. Thurbon E, Weiss L. Investing in openness: The evolution of FDI strategy in South Korea and Taiwan. New Poli Eco. 2006 11: 1-22.
26. Kim SS. The integrative framework of technology use: An extension and test. Mis Quarterly. 2009; 513-537.