Success measures for information systems strategic planning
Abstract
The implementation of Information Systems (IS) in the higher education learning institutions in Kenya has
been increasing and seen varied results. Research has reported higher chances of IS failures in
developing
countries. The organizational implementation of IS has continued to be a focus for IS researchers, and the
organizational change perspective has been used to explore the actions and events that happen in
organizations towards implementation ef
forts. A case study based on empirical investigation of the
implementation process of a student management system in a university context, in Kenya, is used to
explore the efforts of the implementers in creating an enabling environment for a successful
im
plementation process. The study is guided by the authors‘ modification of Gallivan‘s framework
[Gallivan 2001] and specifically focuses on the managerial construct to illustrate the relationship between
organizational context and the student management sy
stem implementation process. The paper illustrates
that organizational context shapes managerial interventions and decisions; that this context is both enabling
and constraining in the creation of a favourable implementation context by implementers; and t
hat IS
implementation process results in organizational change that requires continuous change management
mechanisms.
URI
http://ijcir.org/volume4-number2/article2.pdfhttp://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/37024
Citation
International Journal of Computing and ICT Research Vol.4, No.2 pp. 12 - 26 December 2010.Subject
Organizational IS implementationManagerial Change Interventions
Higher Education Institutions