Factors affecting RFID adoption in the agricultural product distribution industry: empirical evidence from China

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Table 5 Organizational context measurement

Variable	Statement of measurement	References
Upper management support	O21: Upper managers actively respond and pay attention when a project is initiated	Sharma et al. (2008) and Brown and Russel (2007)
	O22: Upper managers support labor resources, finances and materials
	O23: Upper managers are willing to accept risks when adopting RFID
	O22: Upper managers inspire employees to apply RFID technologies in the daily work practices
Trust between enterprises	O31: Enterprises in the agricultural product supply chain have access to a strong mechanism for the distribution of benefits	Yang and Jarvenpaa (2005)
	O31: Enterprises in the agricultural product supply chain maintain strong risk sharing mechanisms
	O33: Enterprises in the agricultural product supply chain cooperate with one another and promote the adoption of this new form of technology
Technical knowledge	O41: Enterprises in the agricultural product supply chain have relevant technical knowledge on RFID	Leimeister et al. (2007) and Koh et al. (2011)
Technical knowledge	O42: Enterprises in the supply chain have professional staff trained in RFID use	Leimeister et al. (2007) and Koh et al. (2011)
Employees resistance	O51: Employees resist RFID adoption because they do not trust their own abilities	Bhattacharya et al. (2009)
	O52: Employees worry about losing their jobs as a result of RFID adoption
	O53: Employees have become accustomed to bar code scanning