Impact of Managerial Interventions on Process in implementing Information Systems for Higher Education Institutions in a developing country

Abstract

Organizational Implementation of Information Systems Innovations (OIISI) Framework was developed in the context of University in Kenya and can be used to understand the implementation of Information Systems (IS) Innovations in Higher Education Institutions (HEIs). A quantitative approach to research was taken to determine the degree of associations and relationships in the OIISI framework in HEIs and, in so doing, aimed at providing researchers and practitioners with a valid and reliable instrument that covered all the key constructs identified by the framework. In this study, data was collected from identified respondents in some selected HEIs that have implemented IS or are in the implementation process, analyzed and the outcomes presented, thereby validating the relationships. Judgmental and convenience sampling design was used to select HEIs. A questionnaire based on a seven point Likert scale was administered to different participants of IS implementation in selected HEIs in Kenya and confirmatory factor analysis (CFA) used to determine regression coefficients between constructs of interest. The Chi-square goodness-of-fit test was used to test model adequacy together with other goodness of fit statistics. The null hypothesis for this test was that the model adequately accounts for the data, while the alternative was that there is a significant amount of discrepancy. To test the hypothesis, correlation coefficients were found, hypothesis tested and coefficient of determination calculated for explanation purposes. Results of this study indicates a correlation coefficient of 0.6 between Managerial Intervention (MI) and Implementation Process (IP) which is positive and significant at the 0.01 level which indicates a statistically significant relationship between MI and IP.