Implementing Is In Developing Country He Context: Towards Creating A Favourable Implementation Context

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 efforts. 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 implementation 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 system 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 that IS implementation process results in organizational change that requires continuous change management mechanisms.