Geographic Information System and the Implementation of Kenyan Vision 2030 State Department of Lands
In the private and public sectors, organizations have invested in information systems as a strategic infrastructure in management decision making. These tools have been identified as paramount and vital in driving management efficiencies. Geographic Information Systems (GIS) is one type of such specialized information systems and business infrastructure which can be leveraged upon to efficiently support space based strategic decision making. Though such attempts have been noble in developed economies, few and of limited system functionalities have focused on developing economies as Kenya. Considering land as a critical resource as spelt out in Kenyan Vision 2030, there does not exist an efficient exploitation of GIS and a strategic decision support system for its administration in Kenya. Therefore as computing power rises, big data emerges and efficient data management becomes central in organizations strategies, there is an increased need for policy makers to expand their knowledge of GIS to aid decision making through an effective management of such increasingly complex land related data. Therefore, this research delves into uses and challenges of leveraging upon GIS using Technology-Task Fit Model, Michael Porter’s Value Chain Model and Location Strategy Three Stage Model as theoretical lenses to understand the implication of GIS in management theory and strategic decision making. Using a survey approach, this research examined the State Department of Land. Based on the factors identified, a conceptual framework was hypothesized and tested on data collected through a survey of staff based at the Lands offices in Ruaraka, Nairobi. The analysis resulted in a well-fitted model. The results present a suitable frame of reference to guide the formulation of strategic information systems policies in the State Department of Lands in Kenya and beyond.
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