Application of structuration theory and activity theory in enterprise resources planning systems implementation for Universities

Published in Computer Technology and Application 3 (2012) 385-394 by David PublishingAn integration of organization culture in the conceptualization and development of enterprise Resource Planning Systems (ERPs) is critical for an organization to reap potential benefits of the system. In this paper, the authors present an analytical approach through the Structuration Theory: How a university can assess its culture for the purposes of design and development of the ERPs. The authors extend the Structuration Theory by integrating it with the Activity Theory to provide the means of evaluating the activities that the system is to perform. The modified Orlikowski model is applied to depict the relationship between institutional properties, human agents, and technology in the university setup and how this offers a more inclusive approach to ERP systems development and implementation.An integration of organization culture in the conceptualization and development of enterprise Resource Planning Systems (ERPs) is critical for an organization to reap potential benefits of the system. In this paper, the authors present an analytical approach through the Structuration Theory: How a university can assess its culture for the purposes of design and development of the ERPs. The authors extend the Structuration Theory by integrating it with the Activity Theory to provide the means of evaluating the activities that the system is to perform. The modified Orlikowski model is applied to depict the relationship between institutional properties, human agents, and technology in the university setup and how this offers a more inclusive approach to ERP systems development and implementation

ICT Infrastructure, Applications, Society and Education

Proceedings of the Annual Strathmore University ICT Conference 2006Proceedings of the Annual Strathmore University ICT Conference 200

Conceptual framework for integration of organisation information processing theory and activity theory in enterprise systems implementation

Article published on British Journal of Mathematics & Computer Science 4(1): 61-72, 2014Implementation processes of systems in organizations follow different strategies and one of these strategies is to understand the uncertainties associated with the integration of the new system into an existing system environment so as to limit any challenges that may arise during the system implementation. Systems are implemented to address specific organizational needs,that is, activities the organization engages in. This paper explores organization information processing theory (OIPT) and activity theory in enterprise resource planning (ERP) systems implementation. A framework for the ERP implementation has been developed from a conceptual model on the interaction of organizational culture and structure. The modified model incorporates the activity theory and the OIPT and provides a formal way of bringing on board various interplaying variables in the system implementation process, more so for ERP systems.Implementation processes of systems in organizations follow different strategies and one of these strategies is to understand the uncertainties associated with the integration of the new system into an existing system environment so as to limit any challenges that may arise during the system implementation. Systems are implemented to address specific organizational needs,that is, activities the organization engages in. This paper explores organization information processing theory (OIPT) and activity theory in enterprise resource planning (ERP) systems implementation. A framework for the ERP implementation has been developed from a conceptual model on the interaction of organizational culture and structure. The modified model incorporates the activity theory and the OIPT and provides a formal way of bringing on board various interplaying variables in the system implementation process, more so for ERP systems

Implementing enterprise systems for management: a case of Kenyan Universities

Received: July 10, 2012 / Accepted: August 10, 2012 / Published: August 25, 2012.Kenyan universities, as other business entities, are implementing various information systems to facilitate their operations. The systems include enterprise systems which are implemented to enhance institutional management given their emphasis on standardisation, streamlining, and integration of business operations. In this study, the authors have established that Kenyan universities have mainly implemented systems for finance and accounting, student admissions, examinations management, and library services. The authors have also established that there are no significant differences in information systems needs among Kenyan universities, but there are significant differences in strengths and weaknesses among the private and public universities in the capabilities of systems they have implemented. The authors have further established that despite fears especially on delays in projects implementation and system costs, Kenyan universities are in a position to implement enterprise systems to facilitate their operations. However, the universities need to allocate more funds to systems implementation if they have to successfully implement enterprise systems which generally require more resources than ordinary software applications.Kenyan universities, as other business entities, are implementing various information systems to facilitate their operations. The systems include enterprise systems which are implemented to enhance institutional management given their emphasis on standardisation, streamlining, and integration of business operations. In this study, the authors have established that Kenyan universities have mainly implemented systems for finance and accounting, student admissions, examinations management, and library services. The authors have also established that there are no significant differences in information systems needs among Kenyan universities, but there are significant differences in strengths and weaknesses among the private and public universities in the capabilities of systems they have implemented. The authors have further established that despite fears especially on delays in projects implementation and system costs, Kenyan universities are in a position to implement enterprise systems to facilitate their operations. However, the universities need to allocate more funds to systems implementation if they have to successfully implement enterprise systems which generally require more resources than ordinary software applications

ICT graduates and their placement: case of strathmore university

Paper presented at ICT conference of 2007. Theme : Managing and Measuring ICT in Business and EducationTrends across the world show a growing demand for information systems for educational institutions. Many of them have been running manual systems, pushing paperwork, for ages. They have had cumbersome working procedures and this has led to low productivity occasioned by highly inept manual systems. Many of the higher educational instructions (HEIs) have implemented one form of computer-based information system (CIS) or other to manage their academic and management needs. But why are our HEIs turning to computerised information systems? There is a general demand on institutional managers to deliver high quality service; there is increasing need for management productivity; efficiency brought about by the systems; there is the increased recognition of information as an important corporate resource that is key to good decision making in a competitive and ever dynamic environment; and technologyhardware, software, telecommunications and related technologies- is now fairly priced and therefore more affordable to many institutions. However, as the HEIs quest for information systems implementation, they face a number of challenges to overcome which include lack of awareness and mindset among staff; lack of top level management commitment thus bringing forth bureaucracies and red-tape in system implementation; lack of appreciation of ICT as a tool and not panacea for organizational transformation; poor strategy in making ICT responsive to the organizational vision and mission; lack of a systematic method of system implementation; lack of project ownership- all employees and users must be involved in system implementation; inhibiting initial costs of hardware and software and funding for sustainability and continuity in maintenance, replacement of equipment and emolument of ICT staff who maintain the systems, among others. This paper identifies strategic management of organizations, strategic ICT planning, and integration of ICT in the management of HEIs as key ways of overcoming some of the challenges that HEIs face in their effort to implement systems in the institutions.Trends across the world show a growing demand for information systems for educational institutions. Many of them have been running manual systems, pushing paperwork, for ages. They have had cumbersome working procedures and this has led to low productivity occasioned by highly inept manual systems. Many of the higher educational instructions (HEIs) have implemented one form of computer-based information system (CIS) or other to manage their academic and management needs. But why are our HEIs turning to computerised information systems? There is a general demand on institutional managers to deliver high quality service; there is increasing need for management productivity; efficiency brought about by the systems; there is the increased recognition of information as an important corporate resource that is key to good decision making in a competitive and ever dynamic environment; and technologyhardware, software, telecommunications and related technologies- is now fairly priced and therefore more affordable to many institutions. However, as the HEIs quest for information systems implementation, they face a number of challenges to overcome which include lack of awareness and mindset among staff; lack of top level management commitment thus bringing forth bureaucracies and red-tape in system implementation; lack of appreciation of ICT as a tool and not panacea for organizational transformation; poor strategy in making ICT responsive to the organizational vision and mission; lack of a systematic method of system implementation; lack of project ownership- all employees and users must be involved in system implementation; inhibiting initial costs of hardware and software and funding for sustainability and continuity in maintenance, replacement of equipment and emolument of ICT staff who maintain the systems, among others. This paper identifies strategic management of organizations, strategic ICT planning, and integration of ICT in the management of HEIs as key ways of overcoming some of the challenges that HEIs face in their effort to implement systems in the institutions

The Role of information systems in the management of academic institutions

Paper presented at ICT confrence of 2006Paper presented at ICT confrence of 200

Conceptual Framework for Integration of Organisation Information Processing Theory and Activity Theory in Enterprise Systems Implementation

Implementation processes of systems in organizations follow different strategies and one of these strategies is to understand the uncertainties associated with the integration of the new system into an existing system environment so as to limit any challenges that may arise during the system implementation. Systems are implemented to address specific organizational needs, that is, activities the organization engages in. This paper explores organization information processing theory (OIPT) and activity theory in enterprise resource planning (ERP) systems implementation. A framework for the ERP implementation has been developed from a conceptual model on the interaction of organizational culture and structure. The modified model incorporates the activity theory and the OIPT and provides a formal way of bringing on board various interplaying variables in the system implementation process, more so for ERP systems