Information systems leadership and information system function performance in universities in Kenya: A qualitative approach

Information systems are enablers, and organizations struggle to implement and manage them. Many organizations experience insufficient coordination of work, knowledge sharing, and use due to a business-information technology gap. As the top echelons responsible for information systems decisions, university information systems executives and the top management team form the strategic information systems leadership. The study aims to interpret perceptions of strategic information system leadership towards information system function performance in universities in Kenya. The data were collected from 42 out of 76 public and private universities. A qualitative survey approach was used to collect the data. A thematic approach was used to analyze and interpret the data. Microsoft Excel was used to organize the data, coding, and analysis. From the findings, strategic information systems leadership is perceived to positively affect information system function performance. The study also found that Kenyan universities lack adequate information system resources and operate with minimal budgets. Sharing of information systems knowledge was found to be limited, negatively affecting information systems culture and performance. Management practices that promote shared leadership were inadequate. The study recommends continuous training for university strategic leaders, making information systems executives part of the top management team, enhancing shared understanding between strategic team members, and adopting practices that build social interactions and promote knowledge sharing and integration. This research will help universities to examine their information system function policies, culture, and available capabilities.