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An Analysis of Factors Influencing Implementation of Computer
Based Information Systems in Public Universities in Kenya: A
Case Study of Egerton University

(eroti)* Sirma
'+
,eli- #.egi
'
/r. 0*ristop*er Nga)*o
1
'.2e)t3rer% ,a)3lt4 of 0ommer)e% /epartment of 5))o3nting ,inan)e and Management S)ien)e% 6gerton
7ni8ersit4% Na93r3 :own 0amp3s 0ollege% P.# ;o- '1157% Na93r3-Ken4a
2./ean% ,a)3lt4 of 0ommer)e% Kisii 7ni8ersit4% P.# ;o- 4&8% Kisii-Ken4a
+
6mail of t*e )orresponding a3t*or <eroti)*9=gmail.)om

Abstract
P3.li) 3ni8ersities in Ken4a *a8e )ontin3ed to implement Information S4stems (ISs) so as to .e more effi)ient
and )ompetiti8e. >owe8er% fa)tors t*at infl3en)e t*e implementation of ISs *a8e not .een f3ll4 anal4sed and
do)3mented. :*erefore% t*e aim of t*is st3d4 was to identif4 fa)tors infl3en)ing implementation of )omp3ter
.ased information s4stems in p3.li) 3ni8ersities in Ken4a. :*e st3d4 3sed des)ripti8e s3r8e4 design. :*e target
pop3lation was t*e pro)ess owners and s4stem 3sers from all departments in 6gerton 7ni8ersit4 t*at *a8e
implemented IS. Stratified sampling was 3sed to sele)t a sample si?e of 1&!. /ata for t*e st3d4 was )olle)ted
3sing @3estionnaires. :*e res3lts of t*e st3d4 indi)ated t*at 3ni8ersit4 top management s3pport% end-3ser
training% 3nderstanding and appro8al .4 top management% a8aila.ilit4 of @3alified and )ompetent I0: staff were
important fa)tors for t*e s3))essf3l implementation of Information s4stem. :*e findings of t*is st3d4 are
e-pe)ted to g3ide t*e 7ni8ersit4 management% ot*er instit3tions of *ig*er learning on related iss3es and pro8ide
a framewor9 to des)ri.e t*e IS implementation pro)ess.
Keyords: 0omp3ter .ased information s4stem% P3.li) 7ni8ersities in Ken4a% 6gerton 7ni8ersit4

!" Introduction
:*e worr4 most managers and designers of )omp3ter-.ased information s4stems are fa)ing is t*e reason w*4
end-3sers are not 3sing s4stems ade@3atel4 and gainf3ll4 in organi?ations toda4. In general% designed
information s4stems pro8ide t*e .enefit of red3)tion on total-)ost-of-owners*ip% in)rease of 3ser prod3)ti8it4
o3tp3t and 8al3e-added modifi)ations to prod3)ts and ser8i)es w*i)* seem to *a8e .een 3nreali?ed. :*e
3nderl4ing s)enario is des)ri.ed as As4stems .eing te)*ni)al s3))essf3l% .3t organi?ational fail3resB in IS )ir)les
and among I: professionals. C*en I: in8estments are rising% t*e ret3rn on in8estment (D#I) as well as w*ite-
)ollar and 9nowledge wor9er prod3)ti8it4 gains remain disappointing. :*e sit3ation is more e8ident in
de8eloping )o3ntries% parti)3larl4 for t*ose in 5fri)a (,oster et al.% '&). Desear)* in information s4stems *as
failed d3e to too m3)* emp*asis .eing pla)ed on te)*ni)al aspe)ts and fail3re to )onsider t*e so)ial and
.e*a8ioral dimensions of t*e implementation pro)ess (23)as% 2&&'). 5))ording to Mosse and Sa*a4 (2&&1)% t*e
infl3en)e of I: a))eptan)e and instit3tionali?ation ma4 .e )ontri.3ted .4 so)ial and .e*a8ioral fa)tors.
>owe8er % t*ere is limited resear)* to date on t*e importan)e of similar fa)tors )onne)ted wit* )riti)al
information s4stems in de8eloping )o3ntries.
Information S4stem implementation is t*e pro)ess of p3tting a planned s4stem into a)tion. It is a
pro)ess w*ere *ardware and software are a)@3ired% de8eloped and installedE t*e s4stem is tested and do)3mented%
3sers are trained to operate and 3se t*e s4stem% and organi?ation )on8erts and 3ses t*e new de8eloped s4stem
(2a3don et al.% 2&&). :o .e effe)ti8el4 adopted% Information 0omm3ni)ation :e)*nolog4 (I0:) re@3ires good
go8ernan)e and appropriation of allo)ated go8ernment f3nds and foreign aid. #n t*e ot*er *and% p3.li)
3ni8ersities in Ken4a *a8e .een 3ndergoing transformation in response to in)rease in t*e n3m.er of st3dents.
:*is *as in t3rn )ompelled t*em to adopt and implement IS in order to pro8ide .etter ser8i)es to t*eir st3dents.
>owe8er% t*e rapid inf3sion and diff3sion of I: into p3.li) 3ni8ersities in Ken4a raises important management
iss3es for top management and te)*ni)al staff (Se8illa and S*a.a4a 2&&7). Can4em.i (2&&1) emp*asi?es t*at
Ken4an 3ni8ersities in general *a8e .een str3ggling wit* answers on @3estions a.o3t *ow t*e4 )an f3ll4 3tili?e
and implement )omp3ter te)*nolog4. :*e4 also grapple wit* t*e iss3e of )reating an en8ironment w*ere I: not
onl4 e-ists% .3t is 3sed effe)ti8el4% effi)ientl4 and prod3)ti8el4

1.1 Statement of the Problem
New information s4stems *a8e a powerf3l potential to impro8e t*e f3n)tioning of organi?ations (Ne3mann%
'!). :*at potential is onl4 reali?a.le w*en information s4stems )an .e s3))essf3ll4 de8eloped and
implemented. In Ken4a% effort and reso3r)es *a8e .een dire)ted to implement information s4stems in .ot* t*e
p3.li) and pri8ate instit3tions (Se8illa and S*a.a4a% 2&&7). ,or t*e past fi8e 4ears% 6gerton 7ni8ersit4 *as
in8ested o8er 1& million s*illings in esta.lis*ing t*e I0: infrastr3)t3re and implementing information s4stems
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(:ender 68al3ation Deport% 2&&5 and I0: reports% 2&'&). 68en after t*e *3ge in8estment .4 t*e 3ni8ersit4 some
s4stems are still not f3ll4 operational and 3tili?ed .4 all end 3ser departments as some tas9s t*at )an .e done .4
3se of t*is IS are still .eing done man3all4. ,3rt*ermore% t*e .3l94 S*ort Message Ser8i)e (SMS) is still not
f3ll4 implemented and f3n)tional as it o3g*t to .e. :*is .egs t*e @3estions% w*4 arenBt t*ese information s4stems
not f3ll4 implemented and operational as earlier e-pe)ted and en8isioned .4 t*e 3ni8ersit4 managementF C*4
are t*ere still some tas9s .eing done man3all4 w*en t*ere are information s4stems in pla)eF C*ile t*e .enefits
of I0: at 6gerton 7ni8ersit4 )annot .e disp3ted% t*ere is no do)3mentation of t*e fa)tors t*at affe)t
implementation of information s4stems at t*e 7ni8ersit4 and t*ere is no re)ord of an implementation o3t)ome
despite t*e )ontin3ed 3se of information s4stems at 8ario3s le8els of its operations and t*e 3ni8ersit4Bs @3est to
a)@3ire more information s4stems. :*erefore% t*e st3d4 so3g*t to address t*e iss3es t*at infl3en)e Information
S4stems implementation o3t)omes at 6gerton 7ni8ersit4.

1.2 Purpose of the Study
:*e main o.<e)ti8e of t*is st3d4 was to identif4 t*e fa)tors t*at infl3en)e implementation of )omp3ter .ased
information s4stems in p3.li) 3ni8ersities in Ken4a% a )ase st3d4 of 6gerton 7ni8ersit4.

1.3 Specific objectives
i. :o identif4 fa)tors t*at infl3en)e IS implementation at 6gerton 7ni8ersit4
ii. /etermine relati8e importan)e of t*e fa)tors identified in t*e resear)*

#" $iterature %evie
2.1 Overview on Information Systems
5n information s4stem (IS) is a )omp3ter-.ased s4stem t*at is designed to s3pport t*e operations% management%
and de)ision f3n)tions of an organi?ation. :*erefore% information s4stems in organi?ations essentiall4 pro8ide
information s3pport for de)ision ma9ers. :*ese s4stems en)ompass transa)tion pro)essing s4stems% management
information s4stems% de)ision s3pport s4stems% and strategi) information s4stems (Stair and De4nolds% 2&'&).
:*is pla4 an important role as t*e4 )onsist of a set of interrelated elements or )omponents t*at inp3t% pro)ess%
store% and disseminate data and information and pro8ide a )orre)ti8e feed.a)9 me)*anism to meet an o.<e)ti8e
of an organi?ation.
5))ording to Siege (2&&1)% t*ere is a limitation in Ken4a on *ow information s4stems are planned%
de8eloped% implemented% 3tili?ed% e-ploited% managed% )ontrolled and maintained w*i)* *as lead to la)9 of lo)al
standards and .en)*mar9s. >owe8er% t*e International /e8elopment Desear)* 0entre did p3t its pioneering
e-perien)e in I0:s programming to good 3se in Ken4a. In #)to.er 2&&1% a pro<e)t to s3pport t*e )ompletion and
implementations of a ro.3st Information and 0omm3ni)ation :e)*nologies poli)4 was started.

2.2 Information System implementation process
5))ording to 2a3don and 2a3don (2&&)% one model of implementing information s4stem is t*e Kol.G,or*man
model of organi?ational )*ange. :*is model di8ides t*e pro)ess of organi?ational )*ange into se8en-stage
relations*ip .etween t*e organi?ational )ons3ltant and *is or *er )lient (t*e )ons3ltant )orresponds wit* t*e
information s4stem designer and t*e )lient to t*e 3ser). :*e s3))ess of t*e )*ange effort is determined .4 *ow
t*e )ons3ltant and )lient deal wit* t*e 9e4 iss3es at ea)* stage. #t*er models of implementation des)ri.e t*e
relations*ip as one .etween designers% )lients% and de)ision ma9ers% w*o are responsi.le for managing t*e
implementation effort to .ridge t*e gap .etween design and 3tili?ation (Swanson% '88). De)ent wor9 on
implementation stresses t*e need for fle-i.ilit4 and impro8isation wit* organi?ational a)tors not limited to rigid
roles (Mar93s and ;en<amin% '7).

2.3 Implementation efforts in the Kenya overnment
#8er t*e last fi8e 4ears% t*e Ken4an go8ernment *as initiated some )apital in8estment towards set 3p and
installation of I0: infrastr3)t3re. ,3nding for t*ese in8estments is a)*ie8ed t*ro3g* partners*ips .etween t*e
go8ernment and de8elopment partners. :*e foreign f3nding )omponent )onstit3tes t*e largest per)entage of t*is
in8estment in terms of te)*nolog4 (Hi)*o4a% 2&&!). :*e go8ernment )ontri.3tion is 3s3all4 in t*e form of
te)*ni)al and s3pport staff and fa)ilities in)l3ding .3ildings. So far% t*e Ho8ernment Information :e)*nolog4
In8estment and Management ,ramewor9 is )onne)ting all ministries to t*e Internet 3nder t*e 6-e)3ti8e Networ9
(2imo% 2&&1). :*e go8ernment is also )onne)ting t*e ministries to r3n integrated information s4stems for
e-ample t*e Integrated ,inan)ial Management Information S4stem (I,MIS) and t*e Integrated Personnel and
Pensions /ata.ase (IPP/).

2.! "eviews on IS implementation in institutions of hiher learnin in Kenya
5))ording to :an3i (2&&1)% implementation of IS in instit3tions of *ig*er learning in Ken4a is done *ap*a?ardl4.
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5dditionall4% w*ate8er is designed and agreed 3pon as pro<e)t a)ti8ities .e)omes diffi)3lt to implement d3e to
persisten)e )*ange in 3ni8ersit4 administrations. ,3rt*ermore% la)9 of I0: poli)4 *as also .een mentioned to .e
anot*er )ontri.3tor to eit*er fail3re or s3))ess of an4 IS implementation in p3.li) 3ni8ersities. I0: poli)ies are
de8eloped to pro8ide g3idelines for implementation% operation% management and maintenan)e of I0: reso3r)es
at t*e 3ni8ersit4. #d*iam.o (2&&1) for e-ample arg3ed t*at% it is t*e la)9 of I0: poli)4 t*at led to t*e
de8elopment of 3nrelia.le networ9s at Moi 7ni8ersit4% e8en t*o3g* implementedE its .enefits are 4et to .e
reali?ed. M3niaf3 (2&&1) arg3es t*at some 3ni8ersities do not follow a standard I0: pro)3rement pro)ed3re.
5))ording to *im% t*e a)@3isition of I0: reso3r)es and t*eir implementation are ne8er on strategi) a)tion% in t*at%
pro)3rement is ne8er planned
>ee9s (2&&2) )onsidered importation and adoption to .e a ma<or reason for I0: fail3re in de8eloping
)o3ntries. :*e adoption of 8ario3s approa)*es and st4les of managing I0: also negati8el4 affe)t t*e @3alit4 of
I0: ser8i)es and its implementation (Can4em.i% 2&&'). :*is implies t*at 3ni8ersities need to 3nderta9e )aref3l
e8al3ation and *armoni?ation of )ontrasting management st4les for effe)ti8e and effi)ient esta.lis*ment and
ser8i)e pro8ision. Implementations of s3)* donor sponsored pro<e)ts are )onse@3en)es of donor s3ggestions for
t*e )reation t*an t*e res3lt of strategi) information plan of a target 3ni8ersit4. ;ii and Can4ama (2&&')
3nders)ored t*e fa)t t*at donor-initiated and sponsored pro<e)ts are rarel4 s3staina.le in t*e de8eloping )o3ntries
on)e donors wind 3p t*eir s3pport. :*is is parti)3larl4 so if% at t*e time of t*e sponsorBs wit*drawsE t*e
re)ipients *a8e 3s3all4 no plans for s3staining t*e I0: fa)ilities t*at were a)@3ired t*ro3g* t*e donor s3pport.
#d*iam.o (2&&1) indi)ated t*at go8ernment ta-es and ot*er stat3tor4 le8ies *a8e .een a ma<or pro.lem to
3ni8ersities. :o .e seen s3pporting 3se of I0: in t*e management of information in instit3tions of *ig*er
learning% t*e go8ernment s*o3ld e-empt t*ese instit3tions of ta-es )*arged on donations and I0: e@3ipment
a)@3isition. :*is wo3ld en*an)e information generation% retrie8al% dissemination and implementation of ISs for
t*e .enefit of st3dents and tea)*ing staff.
;ii and Can4ama (2&&') pointed o3t t*at fail3re to prioriti?e t*e information se)tor and its )ontri.3tion
to national de8elopment in t*e de8eloping )o3ntries *as led to la)9 of f3nding and information poli)ies in all
se)tors of t*eir e)onom4% in)l3ding *ig*er ed3)ational instit3tions. In t*is regard% t*e4 )on)l3ded t*at a ma<orit4
of t*e I0: pro<e)ts in Ken4aBs p3.li) 3ni8ersities are donor initiated and f3nded. :*e de8elopment of I0:
pro<e)ts and appropriate poli)ies in t*is manner% rat*er t*an t*ro3g* an indi8id3al 3ni8ersit4Bs own initiati8es
and strategi) plans% is li9el4 to lead to more managerial pro.lems and donor dependen)4 t*at negati8el4 affe)t
s3staina.ilit4 of I0: reso3r)es and ot*er fa)ilities. >ee9s (2&&2) s3pported t*is 8iew .4 noting t*at donor led
initiati8e )an .e @3ite pro.lemati) at times d3e to )onfli)ting interests. Nonet*eless% if t*ere is design di8isi.ilit4E
it in)reases t*e opport3nities for s3))essf3l implementation% lo)al impro8isation% and learning and allows
impro8isations t*at red3)e design-a)t3alit4 gaps. :*is di8isi.ilit4 means t*at staff )o3ld learn from earl4
relati8el4 small fail3res% and )o3ld address s3.se@3ent impro8isations of .ot* design and a)t3alit4 to manage
pro<e)t )omponents.
68en t*o3g* t*e adoption and 3tili?ation of I0: in Ken4aBs p3.li) 3ni8ersities is at infan)4% its
e-e)3tion m3st .e done )a3tio3sl4 in a manner t*at will allow a s3))essf3l implementation (;ii and Hi)*o4a%
2&&!). ;iwott (2&&1) o.ser8ed t*at in 3ni8ersities% it is t*e presen)e of )ommenda.le poli)ies t*at are eit*er
poorl4 implemented or not implemented at all. Cit* most 3ni8ersities now *a8ing an I0: poli)4 in pla)e% it is
*oped t*at f3t3re implementations will follow laid down g3idelines in t*ese I0: poli)ies and t*at 3ni8ersities
will follow t*e stages of growt* model pres)ri.ed (Halliers et al.% '8).

&" %esearc' (et'odology
3.1 "esearch #esin and $aret Population
:*e st3d4 3sed a des)ripti8e s3r8e4 design. :*is is .e)a3se t*e resear)* endea8o3red to )olle)t data from
mem.ers of t*e pop3lation in order to determine t*e fa)tors t*at infl3en)e IS implementation wit* respe)t to t*e
8aria.les. :*e target pop3lation for t*e st3d4 was t*e pro)ess owners and s4stem 3sers from all departments t*at
*a8e implemented information s4stem wit*in 6gerton 7ni8ersit4.

3.2 Sample si%e and samplin procedure
6gerton 7ni8ersit4 *as a total pop3lation of '!' emplo4ees w*o 3se t*e 3ni8ersit4 information s4stems and
t*e information it prod3)es. 5 sample si?e of 1&! was )*osen 3sing Kre<)ie and Morgan ('7&) model. :*e
st3d4 3sed a proportionate stratified sampling approa)* to identif4 t*e proportion of respondents from ea)*
department. Simple random sampling was t*en 3sed to identif4 272 s4stem 3sers and 14 pro)ess owners to
parti)ipate in t*e st3d4 from ea)* strat3m.

3.3 #ata collection and data analysis
:*e st3d4 3sed primar4 data w*i)* was )olle)ted 3sing semi-str3)t3red @3estionnaire. Split-*alf met*od was
3sed to test for t*e instr3ment relia.ilit4. :*e data from t*e resear)* was pro)essed% s3mmari?ed and )oded
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3sing ta.les to address t*e resear)* o.<e)ti8es.

)" %esults and *iscussions
5))ording to t*e res3lts in ta.le '% t*e ma<orit4 of respondents ('2) felt t*at 3ni8ersit4 top management s3pport
and )omm3ni)ation was 9e4 to s3))essf3l IS implementation. 7ni8ersit4 top management s3pport and
)omm3ni)ation *ad a mean of 1.& and 1.8! respe)ti8el4. It was followed .4 3nderstanding and appro8al .4 t*e
top management wit* 4'.'I. S3ffi)ient f3nding was rated t*e lowest wit* onl4 '5.5I of respondents strongl4
agreeing to it and 12.4I strongl4 disagreed ma9ing it t*e least signifi)ant fa)tor t*at 3sers t*o3g*t *ad an
infl3en)e to an IS implementation o3t)ome at 6gerton 7ni8ersit4.

:a.le 'J 6-tent in w*i)* #rgani?ational fa)tors infl3en)e IS implementation
Factor Strongly
*isagree
*isagree Indifferent Agree Strongly
agree
(ean Std
*eviation
7ni8ersit4 top
management s3pport
4I

'2
I

28
22I

!7
21I

7&
42I

'2


1.&


'.'!4
0omm3ni)ation !I

'8
I

28
2&I

!'
21I

7&
42I

'2


1.8!


'.22!
#rgani?ational )*ange
management
21I

7&
''.5I

15
'.2I

5
2&.1I

!2
2!I

8&


1.8!


'.22!
7nderstanding and
appro8al .4 top
management
2I

!
1I


2!.I

82
27I

81
4'.'I

'2!


4.&1


&.88
S3ffi)ient f3nding 12.4I

2'I
!4
2'.2I
!5
'&I
1'
'5.5I
47

2.55

'.421
6-ternal press3re 21I
7&
'2I
17
17I
''1
''I
14
'7I
52

2.2

'.1!7

:*e res3lts in ta.le 2 indi)ate t*at end-3ser training *ad t*e *ig*est rating (4'.7I) in relation to t*e
*3man fa)tors t*at infl3en)e IS implementation. 6nd-3ser training *ad a mean of 1.1 and a standard de8iation
of '.&78. Nonet*eless% 3ser attit3des and .e*a8ior *ad t*e least rating wit* onl4 !! respondents indi)ating t*at it
strongl4 infl3en)ed IS implementation. :*e ma<orit4 of t*e respondents (45.5I) were indifferent on w*et*er
3ser altit3des and .e*a8ior infl3en)ed IS implementation.
5))ording to t*e res3lts in ta.le 1% most of t*e respondents (254) strongl4 agreed t*at end-3ser
in8ol8ement was important in ens3ring t*at IS was s3))essf3ll4 implemented. 6nd-3ser in8ol8ement *ad a mean
of 4.58 and a standard de8iation of 4.58. Moreo8er% ma<orit4 of t*e respondents (14I) indi)ated t*at IS
information @3alit4 strongl4 infl3en)ed IS implementation. I0: infrastr3)t3re was rated t*e least of t*e pro<e)ted
related fa)tors t*at strongl4 infl3en)ed effe)ti8e IS implementation.

:a.le 2J6-tent to w*i)* *3man fa)tors infl3en)e IS implementation
Factor Strongly
*isagree
*isagree Indifferent Agree Strongly
agree
(ean Std
*eviation
6nd-3ser training 2I
!
7I
2'
2.1I
&
2&I
!'
4'.7I
'28

1.1

'.&78
K3alifi)ations of I0:
s3pport staff
4I

'2
!.I

2'
'8.2I

5!
12I

8
18.I

''


1.5


'.&!
7ser attit3des and
.e*a8ior
8.2I

25
7I

2'
45.5I

'1
'8I

55
2'.1I

!!


1.18


'.'1
0ompeten)e IS staff 7I
2'
4I
'2
27I
81
25I
77
17I
''1

1.8'

'.'77
7ser I0: s9ills and
)ompeten)4
1I

'&
8I

24
1&I

2
2!.5I

8'
12.5I




1.77


'.&87

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:a.le 1J 6-tent to w*i)* pro<e)t related fa)tors infl3en)e IS Implementation
Factor Strongly
*isagree
*isagree Indifferent Agree Strongly
agree
(ean Std
*eviation
IS implementation
planning
5.'I

'5
'&I

1'
11.4I

'&2
'.5I

!&
12I

8


1.!4


'.'72
I0: infrastr3)t3re ''I
14
'&I
1'
25.5I
78

1I
''
'4.5I
44

1.15

'.'7
IS Pro<e)t 3rgen)4 !I
'8
''.5I
15
28I
8!
2'.5I
!!
11I
'&'

1.!4

'.2'5
IS Information @3alit4 4I
'2
.5I
2
27I
81
25.5I
78
14I
'&4

1.7!

'.'1!
6nd-3ser in8ol8ement 'I
1
'&.8
11
&
&
5.2I
'!
81I
254

4.58

'.&&5

5 fa)tor anal4sis was )ond3)ted to red3)e t*e fa)tors infl3en)ing implementation of )omp3ter .ased
information s4stems into a meaningf3l n3m.er. :*e res3lts of t*e fa)tor anal4sis 3sing prin)ipal )omponent
anal4sis as an e-tra)tion met*od led to se8en )omponents e-tra)tion% as s*own in ta.le 4 .elow. ,rom t*e o3tp3t%
t*e total 8arian)e is e-plained .4 se8en )omponents w*i)* e-plain 8!.88!7I of t*e fa)tors infl3en)ing
implementation of )omp3ter .ased information s4stems.
,rom t*e res3lts in ta.le 4% end 3ser in8ol8ement e-plained 22.454I of all fa)tors t*at infl3en)ed IS
implementation. :*is s3ggests t*at w*en t*e end-3sers are in8ol8ed t*e4 s3pport t*e IS implementation pro)ess
t*ere.4 ma9ing it more s3))essf3l. ,3rt*ermore% t*e res3lts in ta.le 4 s*ow t*at '7.885I of t*e fa)tors
infl3en)ing IS implementation was e-plained .4 top management s3pport. :op management t*at s3pports
implementation of )omp3ter .ased information s4stems f3ll4 t*ro3g* finan)ial allo)ation% ad8i)e% networ9ing
and emp*asis on implementation is li9el4 to .oost t*e adoption pro)ess to a great e-tent. :*is )an .e e-plained
.4 t*e management of IS implementation. Moreo8er% '4.884I of t*e fa)tors infl3en)ing IS implementation was
e-plained .4 )omm3ni)ation. 0omm3ni)ating wit* all t*e parties in8ol8ed in implementing IS ena.les t*em to
gain tr3st wit* t*e pro)ess t*ere.4 ma9ing it to s3))eed.
5))ording to t*e res3lts in ta.le 4% end-3ser training e-plained 22.45I of t*e fa)tors infl3en)ing IS
implementation. :*is indi)ates t*at 3sers m3st .e e@3ipped wit* t*e ne)essar4 s9ills and )ompeten)ies to ena.le
t*em dri8e and s3pport t*e implementation of Information S4stem pro)ess. ,3rt*ermore% '7.885I of t*e
fa)tors infl3en)ing IS implementation were e-plained .4 t*e 3nderstanding and appro8al .4 t*e top management.
Information S4stem implementation pro)ess is li9el4 to fail wit*o3t management 3nderstanding and appro8al.
:*is is .e)a3se t*e4 ma4 not .e )ommitted to t*e implementation pro)ess *en)e ma9ing it to .e 3ns3))essf3l.
:a.le 4 s*ows t*at @3alifi)ations of I0: staff and )ompeten)e of IS staff e-plained t*e fa)tors infl3en)ing IS
implementation .4 '4.884I and '&.558I respe)ti8el4. :*is implies t*at if t*e pro<e)t team *as t*e re@3isite
s9ills and )ompeten)ies% t*en t*e implementation of Information S4stems will .e .oosted.

:a.le 4J ,a)tors infl3en)ing IS implementation
Component Initial Eigen+values E,traction Sums of S-uared $oadings
Total % of Variance Cumulative % Total % of Variance Cumulative %
'.6nd-3ser
training

5.!'4

22.454

22.454

5.!'4

22.454

22.454
2.7nderstanding
and appro8al .4
top management

4.47'

'7.885

4&.14

4.47'

'7.885

4&.14
1.K3alifi)ations
of I0: staff

1.72'

'4.884

55.224

1.72'

'4.884

55.224
4.K3alifi)ations
of IS staff

2.!1

'&.558

!5.782

2.!1

'&.558

!5.782

." Summary and Conclusions
:*e aim of t*e st3d4 was to identif4 t*e fa)tors infl3en)ing implementation of )omp3ter .ased information
s4stems in p3.li) 3ni8ersities in Ken4a. :*e empiri)al res3lts of t*e st3d4 indi)ated t*at 3ni8ersit4 top
management s3pport% end-3ser training% 3nderstanding and appro8al .4 top management% a8aila.ilit4 of @3alified
and )ompetent I0: staff were important fa)tors for t*e s3))essf3l implementation of Information s4stem.
Information and Knowledge Management www.iiste.org
ISSN 2224-5758 (Paper) ISSN 2224-8!" (#nline)
$ol.4% No.8% 2&'4

24
,3rt*ermore% s3ffi)ient f3nding% )ross-f3n)tional teams% e-ternal press3re% IS implementation strateg4 and proper
IS integration were )onsidered as minor fa)tors infl3en)ing an IS implementation. 5s man4 arg3ments for IS
planning pro8e% IS pro<e)t implementation is a )omple- e-er)ise and more resear)* is needed to identif4
)*allenges% good pra)ti)e and sol3tions for s3))essf3l implementation. :*is paper anal4?ed and s4nt*esi?ed all
information gat*ered to de8elop a framewor9 t*at *opef3ll4 )an .e 3sed d3ring IS infrastr3)t3ral planning and
implementation in *ig*er instit3tions of learning in Ken4a.
:*e res3lts of t*is st3d4 are similar wit* t*e finds of Cong (2&&&)% w*o fo3nd o3t t*at poor IS
)ons3ltants effe)ti8eness and poor pro<e)t management effe)ti8eness )an lead to low @3alit4 IS implementation
efforts w*i)* in t3rn )ontri.3tes to 3serBs resistan)e to )*ange and t*eir 3n a))eptan)e of t*e new implemented
s4stems. It is important to note t*at la)9 of IS 9nowledge and awareness ma4 .e a )ontri.3ting fa)tor to t*e la)9
of ent*3siasm .4 top management to allow 3ser parti)ipation% t*o3g* 3ser )ontri.3tion is important to IS
implementation efforts. :*erefore% sin)e IS implementation is )omple-% di8erse and wit* opposing )entral
re@3irements% it demands t*e in8ol8ement of man4 3sers and interested parties from different f3n)tional 3nits.
6mplo4ees from all se)tions and departments in8ol8ed m3st *a8e inp3t in t*e design% sele)tion and
implementation in order to ma9e t*e pro)ess s3))essf3l.

&.!Suestions for further studies
5 similar st3d4 s*o3ld .e done to 8alidate t*ese )ase-.ased res3lts t*ro3g* a large s)ale of IS implementation in
all p3.li) 3ni8ersities in Ken4a. 5lso% t*ere is need for a similar resear)* to .e done in Pri8ate 7ni8ersities to see
if t*e4 s*are similar e-perien)es.

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