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.