Ruth Papai Project Final

FACTORS AFFECTING SUCCESSFUL IMPLEMENTATION OF
MANAGEMENT INFORMATION SYSTEM IN PRODUCTION

INDUSTRIES: A CASE STUDY OF WEETABIX EAST AFRICA COMPANY
BY
PAAPAI RUTH KOMONI
A RESEARCH PROJECT SUBMITTED IN PARTIAL FULFILMENT OF

THE REQUIREMENT FOR THE AWARD OF DIPLOMA INBUSINESS
MANAGEMENT OF KENYA INSTITUTE OF MANAGEMENT
DECEMBER 2020
Declaration by the Student
I declare that this research project is my original work has never been presented to
any institution of higher learning. No part of this research should be reproduced
without the author’s consent or that of the Kenya institute of Management.
Name…………………..................Signature…............................Date………...…………
KSI/DBM/03123
Declaration by the Supervisor

This research project has been submitted with my approval as The Kenya Institute of
Management supervisor
Lecturer Supervising
For and on behalf of The Kenya Institute of Management

Branch Manager: Nairobi Branch
ii
DEDICATION
This research work is dedicated to my parents Mr and Mrs Paapai who have been
supportive in terms of finances, prayers and moral support.
iii
ACKNOWLEGDEMENT
I would like to thank the Almighty God for enabling me to reach this far. I also wish
to acknowledge the support rendered towards the development of this proposal by
various individuals. My special word of thanks goes to my supervisor Mr. Nicholas
Mutinda for his support and patience as he took me through the research project. I am
also indebted sincerely to my lecturers at Kenya institute of Management for the part
they played in developing my academic life and in this project study. Finally, to the
management of Weetabix East Africa Ltd fraternity for granting me the permission to
undertake this study in their organization.
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ABSTRACT
The aim of this study was to establish factors affecting successful implementation of
management information system in production industries with reference to Weetabix
East Africa Company. The specific objectives were to establish the effect of cost,
employee training, financial capacity, level of information technology and
organization culture on implementation of management information system in
production industries. The research was significant to the management of Weetabix
East Africa Company, other related firms and other scholars. The study adopted a
descriptive research design and used stratified random sampling method since the
population was heterogeneous. The target population for this study was 98 employees
and sample size of 49. In addition, a both qualitative and quantitative research method
was employed in data analysis. Data was presented using pie charts, graphs and
tables.
Analysis of the findings that 81% of the respondents agreed that cost affects
implementation of management information system whereas 19% disagreed. The
findings indicated that 79% of the respondents agreed that employee training
implementation of management information system whereas 21% disagreed. Analysis
indicated that 95% of the respondents agreed that financial capacity implementation
of supplies management information system whereas 5% disagreed. Analysis
indicated that 92% of the respondents said that organization culture implementation of
management information system whereas 8% disagreed. Analyst indicated that 82%
of the respondents said that cost affects implementation of management information
system whereas 18% disagreed. Lastly, 82% of the respondents indicated that level of
information technology implementation of management information system while
18% disagreed.
From the study findings, there was need to provide adequate employee training to
enhance successful implementation of employee relations in the management
information system. The organization should adopt the best financial capacity to
ensure overall achievement of the organization goals. A supportive workplace culture
and provision of flexible work-home arrangements is best in an organization. The
organization must draft a wage that is compatible with the organizational objectives
and to ease pressure from cost.
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TABLE OF CONTENTS
DECLARATION………………………...…….............................................................ii
DEDICATION...............................................................................................................iii
ACKNOWLEDGEMENT.............................................................................................iv
ABSTRACT....................................................................................................................v
TABLE OF CONTENTS...............................................................................................vi
LIST OF TABLES.......................................................................................................viii
LIST OF FIGURES .......................................................................................................ix
LIST OF ABBREVIATIONS.........................................................................................x
OPERATIONAL DEFINITION OF TERMS................................................................xi
CHAPTER ONE
INTRODUCTION OF THE STUDY
1.1 Introduction............................................................................................................1
1.2 Background of the Study........................................................................................1
1.3 Statement of the Problem.......................................................................................4
1.4 Objectives of the Study..........................................................................................5
1.5 Research Questions................................................................................................6
1.6 Significance of the Study.......................................................................................6
1.7 Limitations of the Study.........................................................................................7
1.8 Scope of the Study..................................................................................................7
CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction ...........................................................................................................8
2.2 Review of Theoretical Literature ..........................................................................8
2.3 Review of Analytical Literature...........................................................................22
2.4 Summary..............................................................................................................24
2.5 Conceptual Framework........................................................................................25
CHAPTER THREE
RESEARCH DESIGN AND METHODOLOGY
3.1 Introduction ........................................................................................................28
3.2 Study Design .......................................................................................................28
3.3 Target Population.................................................................................................28
3.4 Sample Design......................................................................................................29
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3.5 Data Collection Procedures..................................................................................29
3.6 Data Analysis Methods........................................................................................30
CHAPTER FOUR
DATA ANALYSIS, PRESENTATION AND INTERPRETATION OF
FINDINGS
4.1 Introduction ........................................................................................................31
4.2 Presentation of Findings ......................................................................................31
4.3 Summary of Data Analysis...................................................................................46
CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS
5.1 Introduction..........................................................................................................48
5.2 Summary of Findings ..........................................................................................48
5.3 Conclusions..........................................................................................................49
5.4 Recommendations................................................................................................50
5.5 Suggestions for Further Study..............................................................................51
REFERENCES............................................................................................................52
APPENDICES
Appendix-I Letter of Introduction
Appendix - II Questionnaire
vii
LIST OF TABLES
Table 3.1 Target Population......................................................................................33
Table 3.2 Sample Size..............................................................................................35
Table 4.1 Response Rate...........................................................................................35
Table 4.2 Gender Analysis.......................................................................................36
Table 4.3 Age Bracket..............................................................................................37
Table 4.4 Highest Level of Education......................................................................38
Table 4.5 Number of Years of Service.....................................................................39
Table 4.6 Whether cost affects implementation of management information
system ......................................................................................................40
Table 4.7 Extent to which cost affects implementation of management information
system......................................................................................................41
Table 4.8 Whether employee training affects implementation of management
information system ..................................................................................43
Table 4.9 Extent to which employee training affects implementation of
management information system..............................................................43
Table 4.10 Whether financial capacity affects implementation of management
information system..................................................................................44
Table 4.11 Extent to which financial capacity affects implementation of
management information system..............................................................45
Table 4.12 Whether level of information technology affects implementation
of management information system ........................................................46
Table 4.13 Extent to which level of information technology affects
implementation of management information system...............................47
Table 4.14 Whether organization culture on implementation of
management information system...............................................................48
Table 4.15 Extent to which organization culture affects implementation of
management information system...............................................................49
viii
LIST OF FIGURE
Figure 1.1 Organization Structure of Weetabix East Africa Company....................4
Figure 2.1 Conceptual Framework..........................................................................30
Figure 4.1 Response Rate........................................................................................35
Figure 4.2 Gender Analysis....................................................................................36
Figure 4.3 Age Bracket...........................................................................................37
Figure 4.4 Highest Level of Education...................................................................38
Figure 4.5 Number of Years of Service..................................................................39
Figure 4.6 Whether cost affects implementation of management
information system.................................................................................40
Figure 4.7 Extent to which cost affects implementation of management
Figure 4.8 Whether employee training affects implementation of management
Figure 4.9 Extent to which employee training affects implementation
of management information system........................................................43
Figure 4.10 Whether financial capacity affects implementation of management
Figure 4.11 Extent to which financial capacity affects implementation
of management information system.......................................................45
Figure 4.12 Whether level of information technology affects implementation
Figure 4.13 Extent to which level of information technology affects
implementation of management information system............................47
Figure 4.14 Whether organization culture on implementation of
management information system...........................................................49
Figure 4.15 Extent to which organization culture affects implementation
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LIST OF ABBREVIATIONS
E - Business Electronic Business
ICT Information Communication Technology
IFMIS Integrated Financial Management System
IS Information Science
IT Information Technology
HR Human Resource
Ltd Limited
MIS Management Information Systems
OCI Organizational Culture Index
PCs Personal Computers
UK United Kingdom
x
OPERATIONAL DEFINITION OF TERMS
Cost The resources utilized by an organization to improve,
maintain and keep the computer systems running. Cost
does not include a mark-up for profit.
Employee Training Defined as the process of adding knowledge and skills

to individuals to ensure the individual performs better.
Financial Capacity It’s the ability to provide adequate financial resources,

usually in the form of money, or other values such as
effort or time, to finance a need, program, and project,
usually by an organization or government.
Information Technology This is the use of computers to store, retrieve, transmit

and manipulate data or information. It is typically used
in the context of business operations as opposed to
personal or entertainment technologies.
Organization Culture This is regarded as a set of assumptions, beliefs, values,

customs, structures, norms, rules, traditions and arte
facts in an organization.
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CHAPTER ONE
INTRODUCTION TO THE STUDY
1.1 Introduction
This chapter explains the background of the study, the statement of the problem, the
research objectives, research questions, significance of the study, limitations of the
study, and the scope of the study.
1.2 The Background of the Study

According to Davenport (2009) the definition of a management information systems
is given as the formal set of processes that, working from a collection of data
structured depending to the company’s needs, gathers, processes and distributes the
information necessary for the company’s operations and for its corresponding
management and control activities, thereby supporting, at least in part, the decision-
making processes necessary for the company to perform its business functions in line
with its strategy. The computer system consists of a complex interconnection of
numerous hardware and software components, which are essentially determinist,
formal systems in that specific input always gives the same output. The way
management information system behaves is not determinist and does not follow the
representation of any formal algorithmic model (Jawadekar, 2006). Management
information systems is type of information systems that takes internal data from the
system and summarizes it to meaningful and useful forms as management reports to
use it in managerial decision making and management activities. It is basically
concerned with the process of collecting, processing, storing and transmitting relevant
information to support the management operations in any organizations.
Demetrius (2011) asserts than a management information system model expresses a

fundamental conceptual framework for the major components and activities of
information systems. The management information system depends on the resources
of people, hardware, software, data, and networks to perform input, processing,
output, storage, and control activities that convert data resources into information
products. The management information systems model emphasizes different major
concepts that can be applied to all types of information systems in an organization. It
brings on board people, hardware, software, data, and networks, are the five basic
resources of information systems. People resources in the system include end users
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and information science specialists, hardware resources consist of machines and
media, software resources include both programs and procedures, data resources can
include data and knowledge bases, and network resources include communications
media and networks. Data resources are transformed by information processing
activities into a variety of information products for end users. Lastly, Information
processing consists of input, processing, output, storage, and control activities.
A great number of organizations could not operate properly and successfully without
the implementation of Management information systems. Management information
systems make it possible for organizations to get the right information to the right
people at the right time in the right form by enhancing the interaction between the
organization’s people. Management information systems play a key role in the life of
organizations; it provides the appropriate information in right time as needed to
support the management activities. MIS allows information to move between
departments instantly, reducing the need for face-to-face communications among
employees, thus increasing the responsiveness of the organization. It is one of the
most important tools in any organization, which aims to provide reliable, complete,
accessible, and understandable information in a timely manner to the users of the
system (Hill, 2003).
Pavlik (2009) argued that management information system role is to connect,

accumulate, process, and then provide information to all parties in the budget system
on a continuous basis. All participants in the system, therefore, need to be able to
access the system, and to derive the specific information they require to carry out their
different functions. Information System implementation is the process of putting a
planned system into action. It is a process where hardware and software are acquired,
developed and installed; the system is tested and documented, users are trained to
operate and use the system, and organization converts and uses the new developed
system. Management Information System role is therefore to connect, accumulate,
process, and then provide information to all parties in the budget system on a
continuous basis. All participants in the system, therefore, need to be able to access
the system, and to derive the specific information they require to carry out their
different functions (Hill, 2008).
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Businesses and other organizations around the world, internal reporting was produced
manually and only periodically, as a by-product of the accounting system and with
some additional statistic(s), and gave limited and delayed information on management
performance. Data was organized manually according to the requirements and
necessity of the organization. As computational technology developed, information
began to be distinguished from data and systems were developed to produce and
organize abstractions, summaries, relationships and generalizations based on the data
(Laudon, 2010). In the last decade, Kenya has seen a lot of development in the
application of information communication technology. However, the numbers of
organizations, especially the growing ones are still using old management systems in
management. Based on preliminary interviews with some of the employees of
production companies, the main problems hinder the successful adoption of MIS are
system quality, information quality, service quality, top management support, end-
user training, technology self-efficacy, and user experience.
1.2.1 Profile of Weetabix East Africa Company

Weetabix East Africa Ltd locally manufactures East Africa’s leading Breakfast cereal,
Weetabix under license from Weetabix Ltd United Kingdom. The company also
markets its imported range of products that includes Weetaflakes, Alpen Muesli,
Alpen Snack Bars, Weetabix Minis, Weetos, Fruit & Fibre, Branflakes and Oatibix.
The goal of the company is to be the leading Breakfast Cereal Manufacturer in Africa,
producing high Quality Breakfast Cereal to not only meet, but surpass consumer’s
expectations. Weetabix has a strong heritage having been in the local scene for more
than 30 years. The Weetabix brand currently commands the largest market share in
the country. The company only serves quality to its customers and their families One
will find the same quality standard of excellence as they full line of nutritious
Breakfast Cereals.
3
Figure 1.1 Organization Structure of Weetabix East Africa Company
Chief Executive Officer
General Manager
Human Finance Marketing Production Procurement

resource Manager Manager Manager Manager
Manager
Sales and Ass. Ass.

Project Chief Marketing Production Procurement
Manager Accountant Officer Manager Manager
Project Accounting Marketing Production Store

Personnel Clerks Executives Personnel Personnel
Source: (Weetabix East Africa Company, 2020)
1.3 Statement of the Problem

Information systems creates many exciting opportunities for both businesses and
individuals, they not only enhance efficency and effectiveness in business operations
but also increase profitability of business organization. However they can also be a
source of new problems, issues and challenges for managers, if not well implemented.
Management information systems are one of the critical aspects of an organization,
they can develop solutions and determine growth. Information systems both reflect
management decisions and serve as instruments for changing the management
process. Management information system is rooted in an organization, an outcome of
organizational structure,culture, work flows, and standard operating procedures. Its an
are instrument for organizational change, making it possible to recast these
organizational elements into new business models and redraw organizational
boundaries (Schille, 2012).
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Most studies have been conducted on information management system in different
sectors of the economy around the world. In Israel, Giunipero (2015) studied on the
barriers of effective MIS implementation in a case of listed companies and found that
with implementation of MIS, manufactures and companies can expect improved
performance in lead times, quality levels, labor productivity, employee relations,
inventory levels and manufacturing costs. For organization like firms engaged in
production of goods, it means the situation may be different, thus the need for the
current study. In Tunisia a survey conducted by Murat (2014) shows that obstacles to
adoption of management information system is failure by the management to involve
all the employees in the organization. This has led to failure by staff to provide crucial
information and documents that are crucial for its adoption in the organization which
hinders successful implementation of management information system in the
organization. Findings from a study by Kenneth (2010) on personnel database in the
public sector in Tanzania concluded that, sustainability of the implementation of
management information system in the public sector is clearly undermined by poor
management and organization culture in the constituent element which must be
addressed by all implementing stakeholders. In Kenya, Borura (2010) in his study that
focused on determinants of an effective information management system in the
financial sector recommended that training should take place very close to the time of
actual installation. The study however did not triangulate to get the view of senior
managers. Despite the comprehensiveness of these studies, their findings were
inadequate in providing the factors affecting successful implementing of information
systems. It is this background therefore that necessitated a study to establish factors
affecting implementation of management information system in production industries.
1.4 Objectives of the Study

1.4.1 General Objective
The general objective of the study was to examine the factors affecting
implementation of management information system in production industries.
1.4.2 Specific Objectives

i. To examine the effect of cost on successful implementation of management
information system in production industries
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ii. To establish the effects of employee training on successful implementation of
management information system in production industries
iii. To determine the effect of financial capacity on successful implementation of
iv. To establish the effects of level of information technology on successful
implementation of management information system in production industries
v. To examine the effects of organisational culture on successful implementation
of management information system in production industries
1.5 Research Questions

i. To what extent does cost affect successful implementation of management
information system in production industries?
ii. To what extent does employee training affect successful implementation of
management information system in production industries?
iii. To what extent does financial capacity affect the successful implementation of
iv. How does level of information technology affect the successful
implementation of management information system in production industries?
v. To what extent does organisational culture affect successful implementation of
1.6 Significance of the Study

1.6.1 Weetabix East Africa Company Management
The study will enable the management of Weetabix East Africa Company to use and
apply the findings of this study which was important to the contribution of innovative
use of information systems towards the productivity of the enterprise and therefore be
able to improve in the utilization of the system in the organization.
1.6.2 Other Companies

The study findings are very beneficial to other companies will benefit from this
research by using it to improve operations in their companies since they was able to
learn from the management of Weetabix East Africa Company.
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1.6.3 Other Researchers
Academicians and scholars will also find this research valuable in their pursuit for
advanced knowledge in innovative use of information systems on development of
management information system in production industries. It will also contribute to the
empirical literature in the same area of study.
1.7 Limitations of the Study

1.7.1 Confidentiality
The respondents were not willing to give information since they might fear the
information could fail to be confidentially treated, which could cost them their jobs.
The researcher overcame this problem by explaining the purpose of the study and that
it was meant for academic purpose not for anything else.
1.7.2 Lack of Cooperation
Some of the respondents were not willing to give information thinking that their
identity would be revealed and that would work on their disadvantage. To solve this
limitation, the researcher explained to them the importance of the study to the
company hence convincing them to participate
1.7.3 Fear of Victimization

The respondents feared that they may be victimized especially when giving
information that is considered to portray the institution or management in a negative
manner. The researcher assured the respondents of confidentiality since the data
collected and source was kept anonymous.
1.8 Scope of the Study

The study focused on the factors affecting successful implementation of management
information system in production industries with reference to Weetabix East Africa
Company Nairobi located in along Lungalunga Road, Off Likoni Road, and Industrial
Area Nairobi Kenya. The target population for the study was 98 respondents who
were drawn from the top management, middle level management and support staff.
The study was conducted between October 2020 and December 2020.
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CHAPTER TWO
LITERATURE REVIEW
2.1. Introduction
This chapter presents a review of related literature. It will enable the researcher gain
knowledge from previous research and come up with other useful information to
strengthen the study.
2.2 Review of Theoretical Literature
2.2.1 Cost
According to Bhabatosh (2014) cost is the amount of the expenditure (actual or
notional) incurred on or attributable to a specified thing or activity. It also represents a
sacrifice, a foregoing, or a lease of something of value. The committees on cost
concept and standards of the American Accounting Association supports the view that
business cost is a lease of value for acquisition or creation of economic resources and
is measured in terms of monetary sacrifice involved. For example, the material used
for production, the cost is measured by the amount of money that had been paid to
procure the materials. Cost is therefore resources sacrificed or forgone to achieve a
specific objective (Wang, 2006). Information Systems implementation is often a high
cost and high risk proposition involving social and technical uncertainty. Over the
past two decades, many organizations have implemented systems for capturing digital
content as records and managing digital records throughout their life cycle. The
success of the implementation various types of MIS differ from one organization to
another (Appari, 2010).
Contrary to other people’s opinions, some scholars have argued that a successfully
implemented MIS, however costly it seems, leads to decreased transaction costs and
greater efficiency. This is evident from a study by Bakos (2015). The study argued
that MIS technology is generally implemented to reduce coordination costs, increase
productivity, or in response to the demands of a powerful trading partner. In
cooperating an internet for instance makes communications between departments,
individuals, or organizations more cheaply comparing to one having to move around
or writing letters to convey a message. Computer usage makes work easier and faster
in comparison to the old methods of writing and storage of information which are
always tedious, clumsy, and costly and more time consuming.
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Clemon (2015) established that many supplier organizations that implement IS
technology do so only at the insistence of a dominant customer and receives little or
no benefit themselves. For these firms, implementation is costly but required to
preserve an existing business relationship, with the dominant business partner
threatening to withhold business if implementation does not occur within a specified
time-frame. Dacovou (2007) described these firms as coerced adopters since there are
no ongoing benefits that are associated with the new system (other than continued
business). These adopters have a strong incentive to make a low-cost, one-off
investment in IS technology. In other words, these firms will select a low cost
solution, and once purchased, minimize the ongoing cost by not maintaining the
technology. The low cost of this solution suggests that management involvement was
minimal (other than approving the package selected), and that the technology will not
be integrated with other systems.
Mwaniki (2013) carried out an assessment of the effectiveness of integrated financial

management system in public sector financial reporting in Kenya. The findings
showed that organization capacity and organizational change influenced the
implementation of IFMIS in the public sector. The study concluded that binding
constraint when introducing IFMIS"s such as technical constraints was prevalent in
the organization. Change management lacked an effective organizational structure
thus delaying the effectiveness and use of IFMIS in the organization. The study
therefore recommends that IFMIS projects reforms should be easy to use by the
manager. Secondly, they should address an external reporting requirement by the
manager and confined to the manager's area of concern. It is also recommended that
the public institutions should develop an IFMIS that caters not just those of the central
agencies, but also line agencies. Lastly but not least, the management should ensure
that implementation of IFMIS takes into consideration the norms, meanings and
power of an organization to avoid resistance and issues such as sabotage.
Burgess (2012) carried out a study entitled understanding failures and successes of
MIS. The study was carried in the United Kingdom. According to the study, MIS
programs in organizations had been criticized on the ground of excessive time, cost
and disruption of implementation and the sometimes-limited benefits once the
systems become operational. The study further postulated that for small organizations,
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putting on sophisticated and costly IS systems will lead to unnecessary incurrence of
loss. That the sophisticated MIS equipment’s were not so much beneficial to the small
organizations in terms of efficiency and cost reduction hence the reluctance of some
of the management in implementing the same. Some other studies however have
shown varied results.
Giunipero (2015) in study on the barriers of effective MIS implementation in a case of

listed companies in Terahn found that with implementation of MIS, manufactures and
companies can expect improved performance in lead times, quality levels, labor
productivity, employee relations, inventory levels and manufacturing costs. A study
by Pearson (2006) went on to suggest that MIS implementation in companies has led
to several benefits which include lower production cost, higher and faster
throughputs, better product quality, reduced inventory costs, and efficient
management in the organizations. The studies however targeted big manufacturing
companies where there are high transactions levels that need effective MIS. For small
organization like financial cooperatives, the situation may be different, thus the need
for the current study.
2.2.2 Employee Training

Training is the process or acquiring knowledge and skills through formal or in formal
ways. Skills is an ability to do something well, especially because when one has
learned and practiced the skill. Same way knowledge is the information, skills, and
understanding they have gained through learning or experience. In military use,
training means gaining the physical ability to perform and survive in combat, and
learning the many skills needed in a time of war. These include how to use a variety
of weapons, outdoor, survival, skills, and how to survive and capture the enemy
among others (Bailey, 2012).
According to Armstrong (2011), training is a systematic modification of behavior

through learning that occurs because of education, instruction, development and
planned experience. The fundamental aim of training is to help the organization
achieve its purpose by adding value to its key resources who are the employees. At
the organizational level, a successful human resource development program will
prepare the individuals to undertake a higher level of work, ‘organized learning over a
given period of time, to provide the possibility of performance change’. In these
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settings, human resource development is the framework that focuses on the
organizations competencies at the first stage training and then developing the
employees through education to satisfy the organizations long team needs and the
individuals’ career goals and employee value to their present and future employees.
Scrivens (2014) observed that training improves proficiency and enable a person to
qualify for promotion and it is supposed to be continuous exercise. Therefore the
purpose of training is to improve skills, knowledge and change altitude. This is
concerned with improving of skills of employees i.e. both new and old. If companies
are to survive they must attach the out most importance of training their employee’s
sales force. Training can thus increase the confidence and motivation of staff,
secondly, it provides recognition, enhance responsibility and possibility of increased
pay and promotion it also gives a feeling of personal satisfaction, achievement and
broad opportunity for career progression. Finally, training helps to improve the ability
and quality of staff thus increasing the level of individual and organization
competence.
The implementation of management information systems often entails the use of

client server technology and this may cause further complications. Caldwell (2009)
conducted a study on effective implementation of MIS in organization in the UK. The
study found that it is often critical to acquire external expertise, including vendor
support, in order to facilitate successful implementation of MIS. In addition, the costs
of training and support are often underestimated and these costs may be many times
greater than originally anticipated. Client – server implementations often bring
‘surprises’ with respect to cost because of the costs of decentralized servers, systems
integration software, technical support and software updates and version control.
From the study, it is evident that the issue of training cannot be ignored in the
effective implementation of MIS in organizations.
The findings of another study by Menza (2007) also showed the need of training for
effective implementation of MIS in any organization. The study found that if the end
user of an ICT system did not receive prior training, then there is bound to be
resistance in terms of usage of the system. His postulation in his finding is that the use
of report generators and user training in reporting applications are critical to MIS
project implementation success. According to the study, insufficient end user training
11
can generate resistance to using the system, largely because people are ill-prepared for
using it effectively. Training has been found in some other studies to be critical in
effective implementation of MIS.
Sumner (2009) conducted a case study on the experiences of seven companies

implementing MIS in Europe. The study used an in-depth structured interview with
the senior project managers responsible for planning and implementing MIS systems
within their respective organizations. The study showed that many firms had learned
that investment in training and re-skilling the IT workforce was paramount to MIS
effective implementation. Further, the study found that growing internal IT staff
members with needed technical skills, particularly in application-specific modules,
was a strategy followed by many organizations in Europe.
Borura (2010) carried out a study on MIS implementation in Kenyan parastatals. The
study relied heavily on primary data that was collected by use of structured
questionnaire. The questionnaires were distributed through ‘drop and pick’ method
and in some cases by email. The study adopted a survey research design. The survey
design was preferred because the researcher intended to collect cross sectional data on
the practice and challenges of information systems implementation in Kenyan
parastatals. In addition, it allowed large amounts of data to be collected from a
substantial population in an efficient manner. Although survey design was time
consuming, the method was useful as it allowed comparisons to be made easy from
the results. The study found that were issues related to lack of adequate training
among the staff that used MIS system. The study recommended that training should
take place very close to the time of actual installation. According to the study, it is a
waste of time to train people on new system more than a week or two before the new
system is implemented because most people simply forget what they learned in the
training session. The study however did not triangulate to get the view of senior
managers.
According to Smith (2014) training is the planned and systematic modification of

behavior through learning events, program and instruction, which enable an individual
to achieve the levels of knowledge, skills and competences needed to carry out their
work effectively. He pointed out that training has a complementary role to play in
accelerating learning. He also commented that conventional training model has a
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tendency to emphasize subject specific knowledge rather than trying to build core
learning abilities.
To successfully launch an employee-training program in a company, follow these

helpful tips: stress training as investment. The reason training is often considered
optional at many companies is because it is thought of an expense rather than an
investment. While it’s true that training can be costly up front, it’s long-term
investment in the growth and development of your human resource. Determine the
needs as you probably don’t have unlimited time or funds to execute an employee
training program, one should decide earlier on what the focus of the training program
should be (Jessop, 2015).
Brian (2016) Determine what skills are most pertinent to address current or future
company needs or one that will provide the biggest payback. In today’s fast-paced
economy, if a business isn’t learning is going to fall behind. A business learns as its
people learn. Communicating the expectations that all employees should take the
necessary steps to hone their skills and stay on top of their profession or field of work.
One must make sure they support those efforts by providing the resources needed to
accomplish this goal. The purpose of training is to improve knowledge and skills, and
to change altitude: training is viewed as one of the most important motivators that can
lead to possible benefits for both the team and the organization as a whole.
2.2.3 Financial Capacity

According to Terry (2015), finance can defined as the act and the science of managing
money. Finance is also the capital needed by an organization in its activities, which
then generate returns. Cash is the lifeblood of a venture any organization no matter
how big or small moves on cash and not profit, only with cash one cannot pay bill
with profit only with cash. An organization cannot pay employees with profits, only
with cash.
According to Pandecy (2011), finance is provision of money when it is required. It is

the lifeblood of pin enterprise. He further describes business finances as the task of
generating funds needed by a business entity in the most favorable terms to achieve
the objectives of the business. The objectives are profit maximization, business ethics,
efficiency, effectiveness and survival as well as social responsibility. Therefore,
13
finance is a crucial component in efficiency of an organization. A major problem
arises when there is poor management of finance by the management.
According to Cole (2012) prudent financial planning is a dynamic process that deals
with allocation of various Financial Capacity in order to meet strategic goals and
objectives of the business. Financial planning involves planning for finance and
planning for operations. Operation managers are concerned with sales and production
whereas financial planners are interested in financing the operations nevertheless
financial planning is considered to be one single process that encompasses both
operations and financing. Financial planning in an organization links the goals a
business wants to achieve in the future and the resources it will need to achieve these
goals. It is also concerned with evaluating the financial resource of a business.
Financial management is about setting the goals throughout the business and deciding
what resources was needed to achieve these goals.
According to Mullins (2009), one of major causes of business failure is lack of

finance to sustain efficiency. This reduces the ability of the organization to purchase
the necessary equipment that facilitates the smooth operation of the products to
purchase the necessary equipment to meet day-to-day financial requirements as they
fall due. The author further states that working capital is the lifeblood of any
organization without it the organization cannot function effectively. Sufficiency of
finance is used as one of the measure of the viability of the business.
A business that is persistently constrained of finance is considered a candidate of

bankruptcy. A good idea does not guarantee success of any business because without
sufficient finance not every aspect of business cost can be realized. In the ideal world
firms exist to convert inputs of physical and money capital into outputs of goods and
services that communities demand to generate more profits since most economic
resources are limited about society’s’ demand. The finance function can be perceived
as the allocation of scarce resources with a view to maximize customer satisfaction
and because money capital as opposed to lab our is typically the limiting factor and
the strategic problem for finance management since it’s all about how limited funds
are allocated between alternative uses (Mullins, 2009).
Finance is the lifeblood and nerve center of a business, just as circulation of blood is
essential in the human body for maintaining life finance is very essential to smooth
14
running of the business. Right from the beginning, I.e. conceiving an idea to business
finance is needed to promote or establish the business acquired fixed assets, make
investigation such as market survey, develop products keep men and machine to work
encourage management to make progress and create values. Even an existing concern
may require further finance for making improvement to make progress and create
values. Thus the importance of finance cannot be over emphasized and subject of
business finance became utmost important both to the academicians and practicing
managers (Armstrong, 2011).
According to Koontz (2016), a new venture requires seed capital during the pre-start
and short-up phases. Seed capital is the cash needed for implementation of e-
procurement. Seed capital requirements range from small amount to large amount of
cash. Capital as investment and possession of a business used to generate income in
most instance capital was considered to include money, equity in equipment,
facilities, or assets that can be transformed to business use.
Financial Capacity is important in the overall development process as one of major

factor of productivity together with land and laboring the same run, is one of the key
inputs in the development of business enterprise. Furthermore, in a business system
on of the reasons firms form ‘linkages and relationship with one another is for the
purpose of access to financial capital. It was likewise the case that in the overall
process of development financial market in particular serves the broad purpose of
mobilization of surplus resources or saving from savers, leaders and their allocation to
investors borrower in the form of credited through transaction taking place in the
organized financial system. Concisely the financial system was therefore made up of
institution for saving and borrowing whose basic components and the financial rules
of engagement in the exchange of goods and investment and financial organizations
formal and informal that was setting social, economic and even political objectives
(Mullins, 2009).
To implement information management system it requires a heavy investment in

machinery that needs financing that is not forthcoming due to lack of collateral to
enable business secure bank loans. A lot of capital is required to get the right
machinery of qualified personnel and to sustain the daily operations of the business.
Indeed business enterprises require the financial statements of the potential business
15
before a financing contract was issued. Financing capacity is required for a business
before a financial contract is issued (Tony, 2011).
2.2.4 Level of Information Technology

The history of technology is the history of using modern means and techniques of
passing information and packages to their destination. This is similar in many ways to
the history of humanity. Dessels (2014) defines information technology as more of
information systems whereby it is any organized combination of people, hardware,
software, communication networks and data recourses' that collects transforms and
disseminates information in an organization. The limitations of traditional
management information systems have led emergence of advance management
information systems that involves information technology in some activities involved
in the cycle or as a whole. Organizations should therefore monitor the trends of
technology such as the pace of change, the opportunities for innovations varying
research among others.
The key survival in every business lies in anticipating pattern of changes and aligning
strategies to respond to changing business environment. In this regard, business firms
have continued to invest highly to the development of their capacity through
information gathering, analysis, interpretation and communication so as to facilitate
decision making. Information Technology cuts across all departments in business
organization .With every changing business needs. Information Technology projects
are inevitable to every business firm. Found out that business enterprises are unable to
operate under costs using information technology services (Dessels, 2014).
The strategic role of information systems involves using information technology to

develop products, services, and capabilities that give a company major advantage over
the competitive forces it faces in the global marketplace. This creates strategic
information systems, information systems that support or shape the competitive
position and strategies of an E - business enterprise. So a strategic information system
can be any kind of information system (transaction processing system, management
information systems, decision support systems, etc.) that helps an organization gain a
competitive advantage, reduce a competitive disadvantage, or meet other strategic
enterprise objectives (Zwass, 2011). A firm can survive and succeed in the long run if
16
it successfully develops strategies to confront five competitive forces that shape the
structure of competition in its industry.
Muendo (2013) focused on the factors affecting financial management systems of

local authorities in Kenya. The specific purpose of the study was to investigate the
effect of budget preparation process on financial management systems in local
authorities, to establish the effect of local authority funding on the financial
management systems in local authorities, to identify the effect of management
practices on the financial management systems in local authorities, and to establish
the effect of employee capacity on the financial systems in local authorities. It was
found that budget preparation, local authorities funding, management practices and
employee capacity had a great effect on the management of finances in local
authorities in Kenya.
Another important factor in MIS development is the Information Systems

infrastructure. There is a misconception that it is costly to develop or buy a
knowledge management system. This might be one of the reasons why many top
managers were reluctant to develop a knowledge management program in the
research carried in Malasyan companies by Choy (2006). Organizations must
understand that there is no silver bullet in knowledge management systems and that
has what worked in one company may not work for another. Further, organizations
can make use of the technologies they currently have, rather than buying the entire
system which might not fit the company, as elucidated by Tiwana (2011). A team
comprising of IT personnel and other related personnel can be formed to look at what
are the requirements of the company, and then look at what are the technologies
available that can be combined into the system. It is worth remembering that an
information system is just an enabler to knowledge management.
As mentioned by King (2011), successful deployment of knowledge management

requires an organization to think in terms of applications and how people use
applications. It is not the technology itself that induces knowledge sharing, but rather
a separate motivation to share knowledge (Hendrik, 2009). Management Information
systems processes recommend best practice for requirements analysis, planning,
design, deployment and ongoing operations management and technical support of an
ICT infrastructure. The infrastructure management processes such as ICT design and
17
planning, ICT deployment, ICT operations and also ICT technical support are key
components for effective implementation of MIS (Warga, 2016). For small
organizations, there is need to look into the kind of infrastructure they have, and
whether these are adequate for the effective implementation of MIS.
Chapman (2013) studied how technology is used in hiring, evaluating large numbers
of job applicants and finally selecting the most competent applicant for firms which
are in the manufacturing industries in Nairobi. It was found that in order to deliver the
strategic competencies promised remained unrealized. Initial findings suggested that
although technology has evolved and systems have been upgraded, Human Resource
Information Systems was used to automate routine tasks and other functions
traditionally performed by HR professions, it was also noted that its strategic potential
was not realized. The results of the study showed three main challenges that hinders
HR from playing their role as a strategic partner. The first challenge was getting full
support and commitment from the senior management and the resources required for
upgrading the system. The second concern was managing functionality associated
with the system and its complexity. The third challenge was user acceptance most
especially the key managers and employees and how to manage changes that comes
with the introduction of the new system or upgraded system.
Information technology can be used to support a firm's competitive strategies; several

key strategies that are implemented with information technology are: locking in
customers or suppliers, building switching costs, raising barriers to entry, and
leveraging investment in information technology. Investments in information
technology can allow a business to lock in customers and suppliers (and lock out
competitors) by building valuable new relationships with them. This can deter both
customers and suppliers from abandoning a firm for its competitors or intimidating a
firm into accepting less profitable relationships. Early attempts to use information
systems technology in these relationships focused on significantly improving the
quality of service to customers and suppliers in a firm's distribution, marketing, sales,
and service activities. Then businesses moved to more innovative uses of information
technology (Jones, 2012).
By making investments in information technology to improve its operations or

promote innovation, a firm could also erect barriers to entry that would discourage or
18
delay other companies from entering a market. Typically, this happens by increasing
the amount of investment or the complexity of the technology required to compete in
an industry or a market segment. Such actions would tend to discourage firms already
in the industry and deter external firms from entering the industry. Investing in
information technology enables a firm to build strategic IT capabilities that allow it to
take advantage of strategic opportunities when they arise. In many cases, this results
when a company invests in advanced computer-based information systems to improve
the efficiency of its own business processes. Then, armed with this strategic
technology platform, the firm can leverage investment in information technology by
developing new products and services that would not be possible without a strong IT
capability (Jones, 2012).
The introduction of computers has saved many organizations in terms of stationary,

space for filling, and cost on employees. The use of computers ensures quality
systems in terms of efficiency and effectiveness. It ensures data is kept in the main
server and where needed. Business process re-engineered is often based on new
possibility for breakthrough performance provided by the emergence of new enabling
technologies It enables dissemination, analysis and use of information from and to
customers and suppliers and within enterprises. Computer networks, open systems,
client server architecture, groupware and electronic data interchange have opened up
the possibilities for intergraded automation of business processes networks, computer
analyzer approaches computer assisted programming now facilitates system design
around office process (Stacey, 2012).
2.2.5 Organization Culture

The word organization can be used in various ways, and according to Cole (2012), it
denotes a social entity formed by a group of people. Cole further says that
organizations are intricate human strategies designed to achieve certain objectives.
Culture as used in relation to organizations is the predominant system of beliefs and
values held in an organization by its members. Culture is a pattern of basic
assumptions- invented, discovered, or developed by a given group as it learns to cope
with its problems of external adaptation and internal integration that has worked well
enough to be considered valid and, therefore, to be taught to new members as the
correct way to perceive, think, and feel in relation to those problems. Gunter (2003)
describe the characteristics of organizational culture as difficult to define,
19
multidimensional, with many different components at different levels, no particularly
dynamic and ever changing and as taking time to establish and therefore time to
change.
Organizational culture is generally seen as a set of key values, assumptions,

understandings, and norms that are shared by members of an organization and taught
to new members as correct (Ahmad, 2008). Culture theorists have suggested a variety
of definitions, ranging from notions of accepted behavioral rules, norms and rituals to
shared values, ideologies and beliefs, and at an underlying level, shared patterns of
meaning or understanding (Griffins, 2010). The common themes found in
organization culture research are that: first, scholars have attempted to develop
frameworks to categories important dimensions and to provide a conceptual
foundation for the study of organization culture. Second, values, ideologies and
beliefs are considered to be particularly important for understanding an organization’s
culture and have been viewed as a reliable representation. The assessment and
measurement of organizational culture has typically focused on organizational values.
A third aspect of cultural research has been the role of an organization’s culture (and
its underlying values and ideology of management) in hindering or fastening the
implementation of managerial innovations or technological innovations.
Ford (2010) holds that organizational culture plays an important role on the growth
and development of an organization, and can substantially impact organizational
performance. There has been significant research to explore the relationship between
organizational culture and organizational performance and employee productivity.
Muchemi (2016) asserts that organizational culture could be used for measuring
economic performance of an organization. The author asserts with certainty that
embedded cultures exert considerable influence on organizational behavior and
therefore performance. Felstead (2002) says that the level of innovation of an
employee, performance in a team, commitment to the job and other factors are
determined by the immediate work environment that the employee is surrounded with
and their engagement level in the organization. The organizational culture has been
defined as a pattern of shared basic assumptions that are learned by a group as it
solved its problems of external adoption and internal integration that has worked well
20
enough to be considered valid and, therefore, to be taught to new members as the
correct way to perceive, think, and feel in relating to those problems (Anumba, 2015).
Information system implementation research has evolved as successive generations of

researchers and practitioners have observed and commented on the issue surrounding
the process (Anumba, 2015). Implementation has been defined as the whole process
of introducing a system into an organization from conception of an idea, through the
analysis, design, installation and operation of the developed system. Other
conceptions of implementation have viewed it as a process of influence as an
interaction system between designer and user, and as a problem solving exercise. In
breaking down the implementation process, it involved some discreet steps. These are
designing the IT system, developing enabling human resource policies to support the
end user and managing the implementation process. This represents a socio-technical
approach in that both the requirements of technology and the requirements of the
organization are taken into account simultaneously. Stewart (2012) had earlier
suggested that implementation should be seen as technology diffusion through a
social system.
A study of organizational culture can take on a multiple of aspects, including levels

(visible expressed values, and underlying assumptions), strength (strong or weak), and
adaptiveness (Ahmad, 2011). Organizational culture can be assessed along many
dimensions, resulting in conceptually different, but fundamentally similar models and
theories. Kandie (2009) ideas described the four dimensions of culture using single
pictograms and making reference to Greek mythology. These four dimensions of
culture are power, role, task and person. Power culture is characterized by a single
source of power from which rays of influence spread throughout the organization.
Role culture is characterized by bureaucracy and its strength lies in its functions and
specialists, which are coordinated and controlled by senior executives. Rules
procedures and job descriptions dominate the internal environment. Task culture is
characterized by accomplishing the job at hand by availing resources to make the
project successful. Person culture is characterized by a group of people who come
together to champion their own interests rather than on an individual basis.
Another approach to organization culture has been developed by Wallach (1983) and
used by Mulabe (2013) to study the influence of organizational culture on the
21
performance of state corporations in Kenya. Wallach (2015) looked at culture as a
combination of three categories, bureaucratic, innovative or supportive to varying
degrees. Wallach (2012) states that the organizational culture index, profile culture on
the three stereotypical dimensions. The author asserts that the flavor of an
organization can be derived from the combination of these three dimensions. A
bureaucratic culture is hierarchical compartmentalized organized systematical and has
clear lines of responsibility and authority. An innovative culture refers to a creative,
result-oriented, challenging work environment. A supportive culture exhibits
teamwork and a people oriented encouraging trust work environment.
Organizational culture has often been cited as the primary reason of the failure of
implementing organizational change programs. Songer (2011) argues that
organizational culture is mainly the reason for poor implementation of information
technology systems rather than technology issues. Amanda (2016) in his study on
understanding cultural impediments to ICT system integration; observed that it’s
important to recognize that technology and culture are intertwined, as technology
affects and is affected by the prevailing cultural environment.
A study by Mansor (2012) on organization factors influencing performance

management commitment, internal resources performance, oriented culture, employee
engagement and maturity of performance management commitment indicates that
leadership is important in designing and developing effective performance
management system and as a consequence could influence employees commitment to
achieving targets and improving performance. They also observed that culture can
influence organization power relationship and their response to change. Brewer
(2007) argues that most ICT systems fail due to lack of management attention to
complex organizational factors preferring to concentrate solely on technical or
strategic matters. Through the review of the above literature it is evident that
organizational culture has an influence on implementation of management
information systems.
According to Phegan (2012), culture is a social control system. Here the central role
of culture is promoting and reinforcing right thinking and behaving, and sanctioning
wrong thinking and behaving. In such cases the key idea motivation behind culture is
behavioral ‘norms’ that must be up held, and the associated social sanctions that are
22
imposed on those who do not ‘toe the line’. Culture is unique to organizations but
there can also be diverse cultures within an organization. An organization’s culture
was evident in the way it conducts its business, treats its employees, customers and
the wider community. It also overflows to business processes including the latitude
allowed to employees in decision-making, developing new ideas and personal
expression, how communication flows within the organization and the commitment of
employees towards collective objectives.
The crucial purpose of culture, according to Dessels (2011), is to orient its members
to reality in ways that provide a basis for alignment of purpose and shared action.
Most managers have their own style but may be influenced by the organizational
culture that may then produce a prevailing management style that represents the
behavioral norm for managers that is generally accepted and adopted. Larger
organizations may however experience diverse and sometimes conflicting cultures
due to different characteristics of the management teams. For example, the culture of
an outward-looking marketing department may vary considerably with that of and
internally focused IT department. Organizational culture influences leadership or
management styles.
2.3 Review of Critical Literature

A study by Ravicha (2006) that involved individual users of information science in 20
different organizations in Miami, the study showed that contributing to ineffective
MIS implementations included among others, cost overruns, missed deadlines,
inaccurate features, and out-and-out failure. From the findings, it is evident that cost
factor influenced the implementation of MIS in organizations. Many organizations
especially the small ones cannot risk putting on expensive or high costly gargets of
which they are not sure of their benefit. Whereas this is true, the author has failed to
show how cost affects implementation of management information system in
production industries in Kenya hence the need for this study to be conducted to fill the
gaps.
Scrivens (2004) observed that training improves proficiency and enable a person to
qualify for promotion and it is supposed to be continuous exercise. Therefore, the
purpose of training is to improve skills, knowledge and change altitude. This is
concerned with improving of skills of employees. If companies are to survive they
23
must attach the out most importance of training their employee’s sales force. Training
can thus increase the confidence and motivation of staff, secondly, it provides
recognition, enhance responsibility and possibility of increased pay and promotion it
also gives a feeling of personal satisfaction, achievement and broad opportunity for
career progression. Whereas this is true, the author has failed to show how employee
training affects implementation of management information system in production
industries in Kenya hence the need for this study to be conducted to fill the gaps.
According to Pandecy (2005), finance is provision of money when it is required. It is

the lifeblood of an enterprise. There are number of factors why small enterprises have
particular difficulty in obtaining formal credit or find the cost not worth effort. Small
processing and trading organizations are frequently unable to provide the collateral
required for credit organizations. Whereas this is true, the author failed to prove how
finance affects implementation of management information system in production
industries in Kenya hence this study will intend to find out financial capacity affects
the implementation of management information system in production industries.
An organization making investments in information technology to improve its

operations or promote innovation gains competitive advantages compared to its
competitors. A firm could also erect barriers to entry that would discourage or delay
other companies from entering a market. This can only happen when the organization
ensures that there is an increment in the amount of investment or the complexity of
the technology required to compete in an industry or a market segment. Information
Technology cuts across all departments in business organization .With every changing
business needs. Information Technology projects are inevitable to every business
firm. Found out that business enterprises are unable to operate under costs using
Information Technology services (Chapman, 2013). Whereas this true, the author has
failed to show how information technology affects implementation of management
information system in production industries in Kenya hence the need for this study.
Dessels (2011) notes that culture can either facilitate or inhibit institutional
transformation depending on whether or not the existing culture is aligned with the
goals of the proposed change. In terms of culture facilitating innovative initiatives in
the public sector and providing a supportive environment for developing enterprising
leaders. Training failure can be a manifestation of the values, beliefs, and
24
assumptions. Absence of a learning culture is an inhibiting factor to training. It is
difficult to develop a learning culture. It is very difficult to motivate employees to
share knowledge or engage in learning process if they are not used to this or perhaps
even reluctant to do so. Although this true, the author failed to indicate how
organization culture affects implementation of management information system in
production industries in Kenya hence the need to conduct this research.
2.4 Summary
Contrary to other people’s opinions, some scholars have argued that a successfully
implemented MIS, however costly it seems, leads to decreased transaction costs and
also greater efficiency in an organization. MIS technology is generally implemented
to reduce coordination costs, increase productivity, or in response to the demands of a
powerful trading partner. In cooperating an internet for instance makes
communications between departments, individuals, or organizations more cheaply
comparing to one having to move around or writing letters to convey a message.
Computer usage makes work easier and faster in comparison to the old methods of
writing and storage of information which are always tedious, clumsy, and costly and
more time consuming.
Training in an organization is the planned and systematic modification of behavior

through learning events, program and instruction, which enable an individual to
achieve the levels of knowledge, skills and competences needed to carry out their
work effectively. It’s pointed out that training has a complementary role to play in
accelerating learning. Training being conventional model has a tendency to emphasize
subject specific knowledge rather than trying to build core learning abilities.
One of major causes of a firm failure is lack of finance to sustain efficiency. It

reduces the ability of the organization to purchase the necessary equipment that
facilitates the smooth operation of the organizational activities thus the organization
might fail to meet its day-to-day financial requirements as they fall due. The working
capital in an organization is the lifeblood of any organization without it the
organization cannot function effectively. Sufficiency of finance is used as one of the
measure of the viability of the business.
25
Modern information technology entry into the market has largely contributed to the
welfare of the economy varying from the reduced paperwork, security, transport,
communication and even reduced manual work. Paperwork has been an unseen
consumer of every economy since it is just viewed as a normal procedure. There has
been easier maintenance of security in delivery of products in terms of tracking cars
and their routes; this has brought quick and cheaper means of retrieving of lost goods
or even information.
Organization culture is an important concept and a pervasive one in terms of its

impact. The literature suggests an ambiguity in terms of the link with organizational
performance as strong cultures have been shown to hinder performance and there is
also a problem of isolating the impact of corporate culture on performance.
Understanding of corporate culture and cultural types also helps our understanding of
why managerial reforms may impact differently within and between organizations.
2.5 Conceptual Framework

Figure 2. 1Conceptual Framework
Independent Variables Dependent Variable
Cost
Employee Training
Implementation of successful
Financial Capacity management information
system in production
industries
Level of Information
Technology
Organization Culture
Source: Author (2020)
26
2.5.1 Cost
MIS programs in organizations had been criticized on the ground of excessive time,
cost and disruption of implementation and the sometimes-limited benefits once the
systems become operational. The study further postulated that for small organizations,
putting on sophisticated and costly IS systems will lead to unnecessary incurrence of
loss. That the sophisticated MIS equipment’s were not so much beneficial to the small
organizations in terms of efficiency and cost reduction hence the reluctance of some
of the management in implementing the same. Some other studies however have
shown varied results.

Training is a systematic development of the knowledge, skills and attitudes required
by employees to perform adequately on a given task or job. It can take place in a
number of ways, on the job or off the job; in the organization or outside organization.
With quality training it means that the employees will have better knowledge on what
need to be done which will bring about easy budgeting prices in non-governmental
organizations.

Finance can defined as the act and the science of managing money. Finance is also the
capital needed by an organization in its activities, which then generate returns and
help maximize a shareholders wealth. Cash is the lifeblood of a venture any no matter
how big or small moves on cash and not profit, only with cash you cannot pay bill
with profit only with cash. An organization cannot pay employees with profits, only
with cash. Organizations with proper and sound understanding of the finance function
are more advantaged compared to their competitors

Information technology in an organization is a very valuable asset which helps to
conduct businesses where it involves knowledge, tools, equipment’s and work
techniques used by an organization. Organizations with highly technical information
technology enjoy more advantage when it comes to distribution of their products
unlike organizations that do not have highly technical information technology aspects
have difficulties.
27
Management systems are directly related to continuous learning cultures that engage
in training and development and encourage employee improvement and initiative.
Other cultural measures such as employees’ reactions when training is applied,
language use and congruence of the training with the organizations cultural norms and
structure are also likely to affect management development.
28
CHAPTER THREE
RESEARCH DESIGN AND METHODOLOGY
3.1 Introduction
This section highlights the research design and methodology used in the study. It was
divided into five parts namely; research design, target population, sampling design, and
data collection instruments and data analysis methods.
3.2 Research Design

This study employed descriptive research design. A descriptive research describes a
situation or condition at hand; it examines aspects such as opinion, abilities, behavior,
knowledge and beliefs of individuals, groups or situation (Kothari, 2008). In addition,
the descriptive survey is preferred because it enables the researcher to assess
relationships between variables. Descriptive studies portray the variables by
answering who, what, and how questions. This method was suitable for the study
because the study involved coming up with questions that are as precise as possible in
getting accurate answers.
3.3 Target Population

A population is an entire group of individuals, events or objects having common
characteristics that conform to a given specification. The population is the full set of
cases from which a sample is taken Mugenda and Mugenda, (2009). In this research, the
researcher used a target population of 98 employees that will include top management,
middle management and support staff of the organization.
Table 3. 1 Target Population
Population Category Target Population Percentage
Top Management 4 4
Middle Management 8 8
Support Staff 86 86
Total 98 100
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3.4 Sample Design
According to Mugenda & Mugenda (2003), the sampling frame of the study was the list
of employees obtained from the employees of Weetabix East Africa. A sample is part of
the target (or accessible) population that has been procedurally selected to represent it.
A sample is a finite part of a statistical population whose properties are studied to gain
information about the whole. Stratified random sampling was used because the group
was heterogeneous and the researcher wanted each member of the target population to
have an equal chance of participating in the study. Sample size was picked by use of
stratified random method with the strata divided with the population in each stratum
which will be 50% and this enabled the researcher to get the much needed information
from the findings. From the study population, a sample size of 50 percent was taken
giving rise to a sample size of 49 as summarized in table 3.2 below.
Table 3. 2Sample Size
Category Target Population Sample Size Percentage
Top Management 4 2 4
Middle Management 8 4 8
Support Staff 86 43 86
Total 98 49 100
3.5 Data Collection Procedures
3.5.1 Questionnaires
Primary data was used this study. The data was collected from all employees of
weetabix through a questionnaire. The researcher used questionnaire as the data
collection instrument. Data was collected using structured questionnaires since they
are easier to administer and analyze (Orodho, 2009). Questionnaires are most suitable,
because the researcher was able to collect sufficient data within a short period of time.
Two categories consisting of closed ended and open ended questions were used to
collect data from the respondents in the study. The closed ended questionscollects
quantitative data and open ended questions collect qualitative data.
30
3.5.2 Validity and Reliability of Research Instruments
Oso (2009) states that validity is the accuracy and meaningfulness of inferences that
are based on the research results. It is the degrees through which results are obtained
from the analysis of data represent the phenomenon under study. Reliability is a
measure of the degree to which a research instrument yields consistent results or data
after repeated trials. The researcher sought permission from the relevant heads of
department. To ensure reliability the researcher gave the questionnaires to five
students. With respect to reliability, the researcher amended the questionnaire after
the pretest to ensure there is no ambiguity so that employees answered the
questionnaires with ease.
3.6 Data Analysis Methods

The data collected was sorted in order to ensure completeness. It was then coded in
order to prepare it for entry into Microsoft excels for analysis. Data collected in this
study was analyzed both qualitative and quantitative using excel spread sheet. The
quantitative data was analyzed through the use of descriptive statistics which included
frequencies and percentages while the quantitative data was analyzed through the use
of content analysis. The analyzed data was presented using tables, bar graphs and pie
charts.
31
CHAPTER FOUR
DATA ANALYSIS, PRESENTATION AND INTERPRETATION OF FINDINGS
4.1 Introduction
In this chapter the researcher carries out an analysis of date using both quantitative
and qualitative methods. The analysis process is done on the basis of the variables of
the research objectives. The analysis and interpretation of data is done by the help of
analyzed tools such as graphs, pie charts and through judgment due to observations
made.
4.2 Presentations of Findings
Table 4.1 Response Rate
Category Frequency Percentage
Response 43 84
Non Response 8 16
Total 51 100
Figure 4.1 Response Rate

From the analysis in table 4.1 and figure 4.1 indicates the response rate for the actual
representation of the population. Out of 49 questionnaires distributed whereby 43
were returned, which was a representation of 84% of the total population and only 6
went missing which was a representation of 16% was not returned.
4.2.2 Gender Analysis
32
Table 4.2 Gender

Male 25 58
Female 18 42
Total 43 100
Figure 4.2 Gender Analysis

Analysis from the table 4.2 and figure 4.2 shows that 53% of the respondents were
male while 47% were Female. This can be interpreted that majority of the respondents
were male.
4.2.3 Age of Respondents

Table 4.3 Age of Respondents
33
18 -20 Years 3 7
21-30 Years 22 52
31-40 Years 13 30
41-50 Years 3 7
Above 50 Years 2 4
Total 43 100
Figure 4.3 Age of Respondents

Table 4.3 and figure 4.3 indicate the response of the age of respondents in the study. ,
18-20 years was represented by 7% ,21-30 years was represented by 52%, 31-40 years
was represented by 30%, and 41-50 years was represented 7% and lastly above 50
years was represented by 4%. It can be concluded that the majority of the respondents
were aged between 21 and 30 years.
4.2.4 Number of Years of Service

Table 4.4 Number of Years of Service
Below 1 Year 9 21
34
2–3 Years 7 16
3– 4 Years 15 35
Over 5 Years 12 28
Total 43 100

Figure 4.4 Number of Years of Service

Table 4.4 and figure 4.4 above indicates the analysis of work experience. According
to the study, 21% had less than 1 year, 16% was between 2-3 years’ experience, 3-4
years was 35% and lastly over 5 years was 28%. This shows that most of the
respondents and worked in the organization for more than 3 years.
4.2.5 Highest Level of Education

Table 4.5 Highest Level of Education
Secondary 4 9
College 15 35
University 24 56
35
Total 43 100
Figure 4.5 Highest Level of Education
Table 4.5 and figure 4.5 indicated that majority of the respondents 56% were
university graduates. The study also revealed that 35% of respondents had college
education while 9% had secondary education. This indicates therefore that most of the
respondents were learned, hence well informed of their rights and expectations as
both internal and external customers of the organization.
4.2.6 Cost
Table 4.6 whether cost affect successful implementation of management
information system in production industries.
Category Frequency Percentage (%)

Yes 35 82
No 8 18
36
Total 43 100

Figure 4.6 whether of cost affect successful implementation of management

Analysis from the table 4.6 and figure 4.6 above indicated that 81% of the
respondents indicated that cost affects implementation of management information
system in production industries whereas 19% of the respondents were of the view that
cost does not affect implementation of wage management policy in the service sector
in Kenya. Based on these findings, it can be concluded therefore that cost affects
sucessful implementation of management information system in production
industries.
4.2.7 Cost
Table 4.7 Extent to which cost affect successful implementation of management
Very Large Extent 20 47
Large Extent 8 18
Medium Extent 5 12
37
Small Extent 2 5
No Effect 8 18
Total 43 100
Figure 4.7 Extent to which cost affect successful implementation of management

information system in production industries

From the table 4.7 and figure 4.7 above majority of respondents indicated that cost
affects affecting implementation of management information system in production
industries This was represented by 47% were on the opinion that its very large extent
and they were the majority, 18% large extent, medium extent was represented by
12%, 5% small extent while 18% indicated no effect. This showed that cost affects the
implementation of management information system in production industries in Kenya.
Table 4.8 Effect of Employee Training on successful implementation of
management information system in production industries.
Yes 34 79
No 9 21
Total 43 100
38
Figure 4.8 Effect of Employee Training on a successful implementation of

From the above table 4.8 and chart 4.8 it indicated that 79% of respondent indicated
that Employee Training affects affect successful implementation of management
information system in production industries. While 21% indicated that Employee
Training does not affects sucessful implementation of management information
system in production industries. The study concludes that Employee Training affects
industries.

Table 4.9 Whether Employee Training affect successful implementation of
Large Extent 6 13
Medium Extent 6 13
Small Extent 5 11
No Effect 9 21
Total 43 100
39
Figure 4.9 Whether Employee training affect successful implementation of

From the findings in table 4.9 and figure 4.9, the Kenya where 42% were on the
opinion that its very large extent and they were the majority, 13% large extent,
medium extent was 13%, 11% small extent while 21% indicated no effect. From these
findings, it was indicated that Employee training affects sucessful implementation of

Table 4.10 Effect of Financial Capacity on a successful implementation of
Yes 41 95
No 2 5
Total 43 100
Figure 4.10 Effectof Financial Capacity on a successful implementation of

40
Analysis from the table 4.10 and figure 4.10 above indicates that 95% of the
respondents indicated that Financial Capacity affects implementation of management
information system in production industries whereas 5% of the respondents were of
the opinion that financial capacity does not affect implementation of wage
management policy in the service sector in Kenya. Based on these results, it can be
deduced that financial capacity affects successful implementation of management

Table 4.11 Whether Financial Capacityaffectsuccessful implementation of

Large Extent 10 22
Medium Extent 6 16
Small Extent 8 18
No Effect 2 5
Total 43 100
41
Figure 4.11 Whether financial capacity affects successful implementation of

Analysis from the above table 4.11 and figure 4.11 where 39% indicated very large
extent, 22% indicated large extent, medium extent was 16%, 18% small extent while
5% represented no effect agreed that financial capacity affects affect successful
Majority of the respondents agreed that financial capacity affects successful

Table 4.12 Whether Organization Culture affect successful implementation of
Yes 40 92
No 3 8
Total 43 100
Figure 4.12 Whether Organization Culture affect successful implementation of

42
Table 4.12 and figure 4.12 shows the response on the effect of Organization Culture
on affecting implementation of management information system in production
industries According to the study, 92% of the respondents indicated that Organization
Culture affects affect successful implementation of management information system
in production industries. While 8% of the respondents felt that it does not affects
industries. The study therefore shows that organization culture affects sucessful

Table 4.13 Extent to which Organization Culture affect successful
Large Extent 8 18
Medium Extent 6 13
Small Extent 9 21
No Effect 3 8
Total 43 100
43
Figure 4.13 Extent to which Organization Culture affect successful

Table 4.13 and figure 4.13, respondents agreed that Organization Culture affects
affecting implementation of management information system in production industries
where 40% indicated very large extent, 18% indicated large extent, medium extent
was 13%, 21% small extent while 8% represented no effect. This showed that
organization culture affects successful implementation of management information
system in production industries.

Table 4.14 Whether Level of Information Technology affect successful
Yes 35 82
No 8 18
Total 43 100
Figure 4.14 Effect of Level of Information Technology on successful
44
Table 4.14 and figure 4.14 showed the response on effect of Level of Information
Technology with 82% indicating that it affects the implementation of management
information system in production industries while 18% diagreed. Majority of the
respondents agreed that Level of Information Technology does affects sucessful
Table 4.15 Whether Level of Information Technology affect successful


Large Extent 3 8
Medium Extent 5 11
Small Extent 9 21
No Effect 8 18
45
Total 43 100
Figure 4.15Extent to which Level of Information Technology affect successful

From the table 4.15 and figure 4.15 indicate the extent which Level of Information
Technology affects implementation of management information system in production
industries where 42% indicated very large extent, 8% indicated large extent, medium
extent was 11%, 21% small extent while 18% represented no effect. It can be
concluded that Level of Information Technology affects sucessful implementation of
4.3 Summary of Data Analysis

4.3.1 General Information
Out of 49 questionnaires distributed 43 were returned which was a representation of

84% of the total population and only 8 which is 16% were not returned. Analysis on
gender shows that 53% of the respondents were male while 47% were Female. This
can be interpreted that majority of the respondents were male. Age of the respondents
indicate that 18-20 was represented 7%, 21- 30 was represented by 52%, 31- 40 was
represented by 30%, 41- 50 was represented by 7% and lastly above 50 was
represented by 4%. On work experience, 21% represented less than 1 year, 16%
represented 2-3 years and 35% had represented 3-4 years of experience and lastly
46
over 5 years was 28%. From the data analysis, there was response of 56% were
university graduates, 35% represented college while 9% had secondary education.
4.3.2 Cost
From the response provided by the respondents, the findings indicated whether Cost
affect implementation of management information system in production industries
where 82% of the respondents who participated in the study indicated that indicated that
it does affect the organization while 18% of the respondents who participated in the
study indicated that it does not affect. This indicated that Cost do affects sucessful
4.3.3 Financial capacity

From the response provided by the respondents, the findings indicated that financial
capacity affects implementation of management information system in production
industries in Kenya where 74% of the respondents indicated that financial capacity does
affect the organization while 26% of the respondents who participated in the study
indicated that financial capacity does not affect. This indicated that financial capacity
does affects sucessful implementation of management information system in production
industries.

Analysis indicated from the respondents indicated whether organization culture affects
implementation of management information system in production industries in Kenya
where 84% of the respondents indicated yes it does affect the organization while 16%
of the respondents who participated in the study indicated that that it does not affect.
This indicated that organization culture does affects sucessful implementation of

The analysis from the respodents who participated in the study indicated whether
Employee Training affects implementation of management information system in
production industries in kenya There was 79% of the respondents indicated that
Employee Training does affect the organization while 21% of the respondents who
participated in the study indicated that Employee Training does not affects sucessful
implementation of management information system in production industries. This
47
indicated that employee training do affects sucessful implementation of management
4.3.6 Level of information technology

The analysis from the respondents indiacted whether level of information technology
affects implementation of management information system in production industries in
kenya It indicated that 86% of the respondents indicated that level of technology does
affect the organization while 14% of the respondents who participated in the study
indicated that employee training does not affect implementation of management
information system in production industries This indicated that employee training does
affect implementation of employee relations in the management information system in
production industries .
CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS
5.1 Introduction
This chapter summarizes, discusses and makes conclusions on the findings of this study
in relation to the objectives put forward in chapter one. It also discusses the
recommendations for further research as well as recommendations for policy and
practice.
48
5.2 Summary of Findings
5.2.1 To what extent does Cost affect successful implementation of management

Analysis shows that cost affects affect successful implementation of management
information system in production industries; majority of respondents indicated that cost
affect the organization. This was represented 55% were on the opinion that its very
large extent and they the majority, 18% large extent, medium extent was 13%, 6% small
extent while 8% indicated very small extent. This indicated that majority of the
respondent showed that cost affects the organization at very large extent.
5.2.2 To what extent does financial capacity affect successful implementation of

From the study analysis, it was noted that financial capacity affects sucessful
implementation of management information system in production industries. The
response of 39% of the respondents indicated very large extent, 22% large extent,
medium extent was 26%, 18% indicated small extent while very small extent was
represented by 5%. This indicated that majority of the respondents showed that
employee involvement of operationaffects the organization at very large extent.
5.2.3 To what extent does organization culture affect successful implementation of

The analysis shown the extent to which organization culture affects implementation of
management information system in production industries in kenya The findings showed
that 39% of the respondents indicated very large extent, 22% large extent, medium
extent was 16%, 18% indicated small extent while very small extent was represented by
5%. From the findings it indicated that organization culture affect the organization at
large extent.
5.2.4 To what extent does level of infromation technology affect successful

From the analysis, 40% were on the opinion that it affects the organization at a very
large extent, 18% large extent, medium extent was 13%, 21% small extent while
8represented very small extent.This showed that level of information technology
affects implementation of management information system in production industries
49
5.2.5 To what extent does employee training affect successful implementation of
From the study analysis it was noted that training affects implementation of of
management information system in production industries A response of 42% of the
respondents indicated very large extent, 8% large extent, medium extent was 11%,
21% indicated small extent while very small extent was represented by 18%.This
indicated that government policy affects implementation of management information
system in production industries.
5.3 Conclusion
It can be concluded that Cost affect implementation of management information
system in production industries Lack of financial and technical resources has become
significant barriers for successful implementation of management information system
in production industries and requires substantial Cost for success to be realized,
additional hardware and software to enhance communication links, and on-going
expenses during usage.
Financial capacity affects implementation of management information system in

production industries in Kenya as indicated by the respondent’s in the study. A
manager's financial capacity determines the efficiency of all its activities in the
organization, the success of the project is determined by that style of leadership
adopted by the organization managers.
Organization culture affects implementation of management information system in

production industries in Kenya Organizational culture, though intangible in nature has
a meaningful effect on employees and organizational outcomes. Culture can also
implicitly determine the prioritization of work and home obligation.
It can be concluded that Employee Training affects sucessful implementation of

management information system in production industries. Employee Training is very
important part because an inappropriate Employee Training will delay the
implementation of green human resource management practices. Aim of the wages is
to maximize productivity in the organization.
Employee training affects implementation of management information system in

production industries in kenya It can be concluded that employee training affects
50
implementation of green human resource management practices as indicated by the
respondent’s in the study and it’s important for the management to ensure that
employee training should be for all levels of management that when they can achieve
the much needed objectives of the firm.
5.4 Recommendations
5.4.1 Cost
Cost is important in the overall development process as one of major factor of
productivity together with land and laboring the same run. The study recommended that
there is need to provide adequate expression enhance successful implementation of
employee relations in the management information system in production industries in
Kenya.
5.4.2 Financial capacity

Sound implementation of any initiative in an organization requires an outstanding
financial capacity hence this study recommends that the organization should ensure
that it adopts the best financial capacity to ensure overall achievement of the
organization goals and successful implementation of information system in
production industries in Kenya.

The study recommended that the combination of a supportive workplace culture and
provision of flexible work-home arrangements is best in an organization and there is
need to conduct regular cultural reviews to assess the levels of staff engagement and
burnout.
5.4.4 level of information technology

Information technology programs at all levels usually cover database management,
security, networking, programming, information systems management, Web
development and operating systems. This study recommends that the organization
must draft an Employee Training that is compatible with the organizational objectives.
This will enhance relationships between different departments in the organization.

The study recommended that employee staff training should be enhanced to improve
on the performance of the employees and their level of competence by taking them to
51
seminars or holding workshops for them to learn more on the necessary operations
pertaining the implementation of green human resource management practices in the
organization.
5.5 Suggestion for Further Study

The study recommended that there is need to provide adequate Cost enhance successful
implementation of management information system in production industries the
organization should ensure that it adopts the best financial capacity to ensure overall
achievement of the organization goals and successful implementation of information
system in production industries in Kenya. A supportive workplace culture and provision
of flexible work-home arrangements is best in an organization and there is need to
conduct regular cultural reviews to assess the levels of staff engagement and burnout.
The organization must draft a wages that is compatible with the organizational
objectives. Staff training should be enhanced to improve on the performance of the
employees and their level of competence in the organization.
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APPENDIX II
QUESTIONAIRE
Please answer questions by putting a tick [√] in the appropriate box or by
writing in the space provided.
SECTION 1: GENERAL INFORMATION

1. Gender:
Male { }
Female { }
2. Age Analysis of the Respondents

18-30 Years { }
31-40 Years { }
41-50 Years { }
Above 50 Years { }
3. What is your Highest Level of Education?

Secondary { }
College { }
University { }
4. For how long have you served as an employee of Weetabix East Africa
Company?
Less than 5 Years { }
6 – 10 Years { }
11 – 15 Years { }
Over 15 Years { }
SECTION 2: COST
7. Does cost affect successful implementation of management information
system in production industries?
Yes { }
No { }
i
8. To what extent does cost affect successful implementation of management
Very Large Extent { }
Large Extent { }
Medium Extent { }
Low Extent { }
No Effect { }
Please explain
…………………………………………………………………………………………
…………………………………………………………………………………………
…………………………………………………………………………………………
SECTION 3: EMPLOYEE TRAINING

9. Does employee training affect successful implementation of management
Yes { }
No { }
10. To what extent does employee training affect successful implementation of
Large Extent { }
Medium Extent { }
Low Extent { }
No Effect { }
Please Explain
…………………………………………………………………………………………
…………………………………………………………………………………………
…………………………………………………………………………………………
ii
SECTION 4: FINANCIAL CAPACITY
11. Does financial capacity affect on implementation of management information
system in production industries?
Yes { }
No { }
12. To what extent does financial capacity affect successful implementation of

Large Extent { }
Medium Extent { }
Low Extent { }
No Effect { }
Please Explain
…………………………………………………………………………………………
…………………………………………………………………………………………
…………………………………………………………………………………………
SECTION 5: LEVEL OF INFORMATION TECHNOLOGY

13. Does level of information technology affect successful implementation of
Yes { }
No { }
14. To what extent does level of information technology affect successful

Large Extent { }
Medium Extent { }
Low Extent { }
No Effect { }
iii
Please Explain
…………………………………………………………………………………………
…………………………………………………………………………………………
…………………………………………………………………………………………
SECTION 5: ORGANIZATION CULTURE

15. Does organization culture affect successful implementation of management
Yes { }
No { }
16. To what extent does organization culture affect successful implementation of

Large Extent { }
Medium Extent { }
Low Extent { }
No Effect { }
Please Explain
…………………………………………………………………………………………
…………………………………………………………………………………………
…………………………………………………………………………………………
Thank you for your Cooperation
iv

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FACTORS AFFECTING SUCCESSFUL IMPLEMENTATION OF

MANAGEMENT INFORMATION SYSTEM IN PRODUCTION

PAAPAI RUTH KOMONI

A RESEARCH PROJECT SUBMITTED IN PARTIAL FULFILMENT OF

Declaration by the Supervisor

For and on behalf of The Kenya Institute of Management

IFMIS Integrated Financial Management System

MIS Management Information Systems

OCI Organizational Culture Index

PCs Personal Computers

Employee Training Defined as the process of adding knowledge and skills

Financial Capacity It’s the ability to provide adequate financial resources,

Information Technology This is the use of computers to store, retrieve, transmit

Organization Culture This is regarded as a set of assumptions, beliefs, values,

1.2 The Background of the Study

Demetrius (2011) asserts than a management information system model expresses a

Pavlik (2009) argued that management information system role is to connect,

1.2.1 Profile of Weetabix East Africa Company

Chief Executive Officer

Human Finance Marketing Production Procurement

Sales and Ass. Ass.

Project Accounting Marketing Production Store

Source: (Weetabix East Africa Company, 2020)

1.3 Statement of the Problem

1.4 Objectives of the Study

1.4.2 Specific Objectives

1.5 Research Questions

1.6 Significance of the Study

1.6.2 Other Companies

1.7 Limitations of the Study

1.7.2 Lack of Cooperation

1.7.3 Fear of Victimization

1.8 Scope of the Study

2.2 Review of Theoretical Literature

Mwaniki (2013) carried out an assessment of the effectiveness of integrated financial

Giunipero (2015) in study on the barriers of effective MIS implementation in a case of

2.2.2 Employee Training

According to Armstrong (2011), training is a systematic modification of behavior

The implementation of management information systems often entails the use of

Sumner (2009) conducted a case study on the experiences of seven companies

According to Smith (2014) training is the planned and systematic modification of

To successfully launch an employee-training program in a company, follow these

2.2.3 Financial Capacity

According to Pandecy (2011), finance is provision of money when it is required. It is

According to Mullins (2009), one of major causes of business failure is lack of

A business that is persistently constrained of finance is considered a candidate of

Financial Capacity is important in the overall development process as one of major

To implement information management system it requires a heavy investment in

2.2.4 Level of Information Technology

The strategic role of information systems involves using information technology to

Muendo (2013) focused on the factors affecting financial management systems of

Another important factor in MIS development is the Information Systems

As mentioned by King (2011), successful deployment of knowledge management

Information technology can be used to support a firm's competitive strategies; several

By making investments in information technology to improve its operations or

The introduction of computers has saved many organizations in terms of stationary,

2.2.5 Organization Culture

Organizational culture is generally seen as a set of key values, assumptions,

Information system implementation research has evolved as successive generations of

A study of organizational culture can take on a multiple of aspects, including levels

A study by Mansor (2012) on organization factors influencing performance

2.3 Review of Critical Literature

According to Pandecy (2005), finance is provision of money when it is required. It is