Organizational Capabilities and Adoption of Enterprise Resource Planning by Kenya Medical Research Institute in Nairobi City County, Kenya
| dc.contributor.author | Kiprop, Moses Larry | |
| dc.date.accessioned | 2025-02-14T13:05:56Z | |
| dc.date.available | 2025-02-14T13:05:56Z | |
| dc.date.issued | 2024-05 | |
| dc.description | A Research Project Submitted to the School of Business, Economics and Tourism in Partial Fulfillment of the Requirements for the Award of the Degree of Master in Business Administration (Management Information System) of Kenyatta University, May 2024. Supervisor Morrisson Mutuku | |
| dc.description.abstract | Organizational capabilities are critical sources of creating and building long-term competitive advantage. Organizations that can develop and deploy unique, inimitable, and valuable capabilities will gain sustainable competitive advantage. Enterprise Resource Planning adoption faces numerous challenges, resulting in implementation hurdles or even system abandonment by organizations after significant financial investments. As a public research institute, Kenya Medical Research Institute attempted but failed to fully implement an Enterprise Resource Planning solution with only 40% of the proposed modules having been partially implemented. The institution’s lack of full Enterprise Resource Planning system being implemented has fueled inefficiencies and undermined the attainment of the organization’s medical research aspirations. There is a dearth of information on the role of organizational capabilities in the implementation of Enterprise Resource Planning. Thus, this research analyzed the effect of organizational capabilities on the adoption of Enterprise Resource Planning using the case of the Kenya Medical Research Institute. The research used business process reengineering, information communication technology, and senior management support as the key independent variables. Semi-structured questionnaires will be administered for the data-gathering process. A census approach was used to select 52 employees of Kenya Medical Research Institute. The researcher personally issued the questionnaire to the subjects. The drop-and-pick method was adopted later in cases where participants might be unable to complete and return the questionnaires at the time of their administration. The Statistical Package for Social Sciences (SPSS) version 21 was utilized for descriptive and inferential statistical analysis. Regression and correlation analyses were performed to unearth the associations among variables. All ethical conducts were duly followed. Prose discussion was used to display the data collection’s findings and the validity of the questionnaire was conducted by the use of expert opinions that assisted to establish content validity and the supervisor reviewing the items suggested while reliability was determined using Cronbach’s Alpha test. The findings indicated a positive influence of Information and Communication Technology infrastructure, top management support, business process reengineering and organizational culture on the adoption of ERP. The study concludes that a robust IT infrastructure is essential for supporting the scalability requirements of an ERP system. Senior management support helps in securing necessary resources for the ERP implementation, including budget allocation, staffing, and technology infrastructure. In order to increase productivity and effectiveness, current processes are analyzed and redesigned as part of business process reengineering. The success of an ERP implementation heavily relies on the cooperation and support of employees at all levels of the organization. The study recommends that KEMRI should upgrade hardware and software by investing in new servers, storage devices, and networking equipment can help ensure that the IT infrastructure can support the demands of the ERP system. The study recommends that KEMRI should build awareness and understanding by first educating the executive team about the benefits and importance of implementing an ERP system at KEMRI. KEMRI should standardize and automate various business processes. The study recommends that enhancing the organizational culture during the implementation of ERP at KEMRI could include communication and transparency, employee involvement, rewards and incentives. | |
| dc.description.sponsorship | Kenyatta University | |
| dc.identifier.uri | https://ir-library.ku.ac.ke/handle/123456789/29600 | |
| dc.language.iso | en | |
| dc.publisher | Kenyatta University | |
| dc.title | Organizational Capabilities and Adoption of Enterprise Resource Planning by Kenya Medical Research Institute in Nairobi City County, Kenya | |
| dc.type | Thesis |