## 6 Summary, Discussion, and Conclusions
Along with these they also have to think of the time that would be needed for recuperation. Thus, a high cost would prevent them from investing in an IS, especially if the company is a small one. Regarding the interpretation of RQ5 we can say the following: There is a significantly different way of thinking regarding the cost of IS and the employees' opposition. For those that already use an IS (IS1), the cost of IS is close to \"very important\" inhibitor while for those they don't use IS (IS0), it is of \"medium importance\". In a five-point Likert scale they have a difference of one degree in the average ratings. We can assume that IS1 companies will consider their next investment and its cost more carefully. On the other hand, IS0 companies will probably consider the cost of IS as a \"necessary evil\" for their company's modernization. Similarly, IS1 enterprises will consider a little more the employees' opposition, while on the other hand for the IS0 enterprises it does not seem to be of any importance. Again, we can pinpoint for the companies that have not adopted IS yet, the modernization for that decision and also the effort for gaining other benefits such as competitive advantage, error reduction, etc. Trying to interpret RQ6 one can realize that the two groups of companies--those that have high level of profitability (IS_H) and those that have a relatively satisfying profitability (IS_RS)--have a similar way of thinking regarding the barriers that would prevent them from investing in a new IS--since they already have at least one. They both consider its cost as the most important barrier and employees' opposition as the least one. However, a comparison between these two groups regarding the motivating factors that would force them to invest in an IS can show that there are differences in regards to the competitive advantage, the error reduction, the production planning and the selection of the appropriate suppliers. In all these four occasions IS_H companies consider those factors more important regarding the IS_RS companies. It can be said that just because they aim at better results on those four factors with the IS they implement that is why they are more profitable. In other words, those motivating factors make a difference. Additionally, the barriers which were involved in the current research, there is a rather silent one that has to do with the company's size. All of the companies that have not adopted an IS they employ no more than 50 employees. That being said, it is understandable that it is more difficult for a small company to invest in IS. Generally speaking, it can be said that this research has shown that Northern Greek manufacturing companies use IS and they have realized that it helps them financially. Although the numbers show that they can do better and that there are still companies that could choose that path. At this point, it is important to explicitly acknowledge a limitation of this research regarding the area that was conducted since the research was focused only on the manufacturing companies of Northern Greece and not those of the entire country. Although the representation of the sample does not differ from that of the population in regards to the sector and the district the company operates, nonetheless it would be interesting to be able to have answers from the whole country. Additionally, it would be interesting to research about specific ISs--such as ERP, etc.--about what they offer in specific areas of a company's supply chain as well as to its operations. Another future research could focus on the implementation of SCM along with the motives and barriers of its adoption, in the whole country. **Author Contributions:** Investigation, A.K. ; Methodology, P.K. ; Project administration, P.K. ; Resources, A.K. ; Software, A.K. ; Supervision, P.K. ; Writing--original draft, A.K. ; Writing--review & editing, P.K. All authors have read and agreed to the published version of the manuscript. **Funding:** This research received no external funding.