| Conceptual Definition | Quantity Measured |
| Personal traits: Personal traits address the motivation, personality and characteristics of owner/top management regarding the adoption of B2B EC. | Does the top management have positive attitudes towards B2B e-commerce (EC)? Do the issues related to personal traits retard the B2B EC of the company? |
| Organizational features: This is based on availability of organization to fulfill the requirements of B2B EC in terms of technology affordability, policies, procedures, innovation culture, strategies and visions, governance as well top management commitment. | Does the organization have set up a suitable and effective goals and strategies on B2B EC? Does the governance model emphasize on the effective management of B2B EC? Do the policies and procedures are sufficient to meet B2B EC? Does the top management provide sufficient support for B2B EC development? Does the organization culture encourage technology innovation? Do the issues related to organizational readiness retard the B2B EC readiness of the company? |
| Competency: This considers the social and cultural aspects encompasses of competencies, relationships, exposure and skills of employees in organization with regards to B2B EC technology | Do the employees are capable to adopt and manage B2B EC technology? Does the organization have internal B2B EC expertise? Does the organization provide training and initiatives related to B2B EC? Do the issues related to competencies retard the B2B EC readiness of the company? |
| Technology: The variables include the availability of technology infrastructure, the flexibility and the capability of existing organizational system. | Does the available internal technology meet the requirements of B2B EC? Does internal technology meet the security requirements of B2B EC? Does the organization have B2B system that emphasis on e-service quality? Do the issues related to technology retard the B2B EC readiness of the company? |
| Business Process: This cover the practices, actions, business process, the flexibility, working rules, collaborations and communications, procedures that compliment and accommodate activities within and between organizations. | Does the existing process need a comprehensive change? Do the communications and integration within and between organizations enough to support and regulate B2B EC? Does the barrier related to business process retard the B2B EC readiness of the company? |
| Market forces: This construct includes the e-readiness assessment on related suppliers and competitors with regards to B2B EC. The constructs include the integration, collaboration and cooperative norms among trading partners. | Do the company’s initiatives fit well with industry’s development? Does the company’s value chain fits with the B2B EC initiative? Does company impose agreement and programs to enhance relationships with trading partners? What are the initiatives and efforts taken to get participation from trading partners? Do the issues related to market forces retard the B2B EC readiness of the company? |
| Supporting industries: The attributes involve the support of industries on the availability of telecommunications, financial, trust enablers, IT industry and consultant services. | Does telecommunication industry provide appropriate service and support? Does financial industry provide appropriate service and support? Do courier and logistic industries provide appropriate service and support? Does industry legal expertise able to manage B2B EC related issues? Do the issues related to supporting industries retard the B2B EC readiness of the company? |
| Government: This involves the conduciveness of the B2B EC climate, economic, financial support, national infrastructure conditions and e-government initiatives. | Does B2B EC readiness is a national priority? How effective the national laws and policies related to B2B EC? What are the available initiatives to foster B2B EC development? Do the issues related to government readiness retard the B2B EC readiness of the company? |