challenges influencing the implementation of emerging ict

CHALLENGES INFLUENCING THE IMPLEMENTATION OF

EMERGING ICT TECHNOLOGIES IN KENYA TODAY

BY

ASHIOYA SIDNEY JONATHAN

UNITED STATES INTERNATIONAL UNIVERSITY

SUMMER 2014

CHALLENGES INFLUENCING THE IMPLEMENTATION OF

EMERGING ICT TECHNOLOGIES IN KENYA TODAY

BY

ASHIOYA SIDNEY JONATHAN

A Project Proposal Submitted to the School of Business in Partial

Fulfillment of the Requirement for the Degree of Masters in Business

Administration

UNITED STATES INTERNATIONAL UNIVERSITY

SUMMER 2014

ii

STUDENTS’ DECLARATION

I, the undersigned, declare that this is my original work and has not been submitted to any other

college, institution or university other than the United States International University for

academic credit.

Signed: Date:

Ashioya Sidney Jonathan (ID. 617225)

This project has been presented for examination with my approval as the appointed supervisor.

Signed: Date:

Mr Dalton Ndirangu

Signed: Date:

Dean, School of Business

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COPYRIGHT

All rights reserved. No part of this dissertation may be reproduced, stored in a retrieval system or

transmitted in any form or by any means, electronic, mechanical, photocopy, recording or

otherwise without the prior permission of the author.

iv

ACKNOWLEDGEMENT

I take this opportunity to thank my academic supervisor, Mr Dalton Ndirangu, for his constant,

patient and very priceless academic insight. My sincere appreciation and gratitude to my

workmates at CHS-Kenya who encouraged me to pursue my academic qualifications while

supporting my work endeavours. I would also like to thank all the respondents who took their

time to fill the questionnaires and who actively participated in the study. I am grateful to my

family members and friends for their faith in me and never ending encouragement which inspired

me to complete this project. I sincerely appreciate USIU, for the opportunity to complete this

program. Above all I thank the Lord God for the ability and opportunity to undertake this degree

program.

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DEDICATION

I dedicate this research project to my Parents Mr and Mrs Sylvester Ashioya who have supported

me so far in my academic endeavours. May the Lord Almighty, make his face shine and be

gracious to both of you.

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ABSTRACT

The purpose of this study was to identify the common emerging ICT technologies and issues and

challenges facing the smooth implementation of those technologies. The study addressed the

following objectives;

1. Identify the Emerging ICT Technologies in Kenya Today.

2. Identify the Issues and Challenges that Are Faced in the Implementation of these

Emerging Technologies.

3. Identify Possible Solutions that Can Ease the Implementation of Emerging Technologies

in Kenya.

The study was self-administered and the population comprised of 40 population elements that

can be categorized as spread across members of the Computer Society of Kenya whose

companies were all implementing one or more emerging technology.

The researcher used self-administered structured questionnaires and respondents were asked to

indicate the degree of current applicability of the three research questions. The questionnaire was

in a closed format which included the use of differential scales, ranking and checklists.

The findings of the study in regards to identifying the implementation of an emerging ICT

technology were that 100% of the respondents had at least implemented one. The study also

revealed that out of the emerging technologies singled out by the researcher Virtualization was

the most implemented technology with 69% of the respondents having implemented it and

Artificial Intelligence being the least implemented with only 16% of the respondents having

implemented it in their organizations.

Regarding the second research question relating to challenges faced when implementing new

ICT technologies the findings indicated that 88.9% of the respondents were of the opinion that

business expectations change more rapidly in today’s environment while 75% of the respondents

indicated that they agreed that ICT initiative and suggestions should be left to the ICT

department.

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Findings concerning the possible solutions that can be used to ease the process of implementing

these new technologies also revealed that 61.1% of the respondents moderately agreed that the

government is concerned about ethical issues to do with ICT initiatives while 75% of the

respondents moderately agreed that their companies acknowledged that employees have different

ethical standards. Another 88.9% of respondents said their companies create a forum for

expressing employee concerns and follow up on recommendations given by the employees.

The study concludes that organizations in Kenya are keeping abreast with the latest happenings

in terms of implementing new emerging technologies to help in their business processes. They

are constantly trying to improve their ICT processes so as to cheapen the cost of doing business

within the organization and thus leading to decreased expenditures and thereafter increased

revenue and profits.

The study recommends that organizations should do strong research from various sources to

ensure any ICT resources that they currently have are used to their maximum capability. The

study also highly recommends that organizations develop a good means of communication

between senior managers and regular employees so as to create synergy between all employees

in the organization for easy ICT technology implementation. The study also recommends that all

new technologies being implemented be of reasonable ethical standards acceptable to all

concerned parties.

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TABLE OF CONTENTS

STUDENTS’S DECLARATION................................................................................................i

COPYRIGHT….…......................................................................................................................ii

ACKNOWLEDGEMENT..........................................................................................................iii

DEDICATION...…......................................................................................................................iv

ABSTRACT...…….......................................................................................................................v

TABLE OF CONTENT............................................................................................................viii

LIST OF TABLES......................................................................................................................xi

LIST OF FIGURES...................................................................................................................xii

CHAPTER ONE…......................................................................................................................1

1.0 INTRODUCTION.......................................................................................................... 1

1.1 Background of the Problem ............................................................................................. 1

1.2 The Statement the Problem .............................................................................................. 4

1.3 General Objective ............................................................................................................ 6

1.4 Specific Objectives .......................................................................................................... 6

1.5 Importance of the Study ................................................................................................... 7

1.6 Scope of the Study ........................................................................................................... 8

1.7 Definition of Terms.......................................................................................................... 8

1.8 Chapter Summary ............................................................................................................ 8

CHAPTER TWO ...................................................................................................................... 9

2.0 LITERATURE REVIEW .................................................................................... ........9

2.1 Introduction ...................................................................................................................... 9

2.2 Types of Emerging ICT Technologies in Kenya Today .................................................. 9

2.3 Issues and Challenges Facing Implementation of ICT in Kenya Today ....................... 14

2.4 Possible Solutions to Challenges Facing Implementation of ICT Technologies ........... 21

2.5 Chapter Summary .......................................................................................................... 25

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CHAPTER 3…………………………………………………………………………………26

3.0 RESEARCH METHODOLOGY......................................................................... .....26

3.1 Introduction .................................................................................................................... 26

3.2 Research Design............................................................................................................. 26

3.3 Population and Sampling Design ................................................................................... 27

3.4 Data Collection Methods ............................................................................................... 28

3.5 Research Procedures ...................................................................................................... 29

3.6 Data Analysis Methods .................................................................................................. 30

3.7 Chapter Summary .......................................................................................................... 30

CHAPTER 4---------------------------------------------------------------------------------------------31

4.0. RESULTS AND FINDINGS ........................................................................................... 31

4.1. Introduction .................................................................................................................... 31

4.2. Overview of Survey Respondents .................................................................................. 33

4.3. Types of Emerging ICT Technologies in Kenya today ................................................. 37

4.4. Issues and Challenges Facing Implementation of ICT in Kenya today ......................... 40

4.6. Possible Solutions to Challenges Facing Implementation of ICT Technologies ........... 48

4.7. Chapter Summary .......................................................................................................... 57

CHAPTER 5…………………………………………………………………………………58

5.0. DISCUSSION CONCLUSION, AND RECOMMENDATIONS ................................ 58

5.1 Introduction .................................................................................................................... 58

5.2 Summary ........................................................................................................................ 58

5.3 Discussion ...................................................................................................................... 59

5.4 Conclusion ..................................................................................................................... 63

5.5 Recommendations for Further Study ............................................................................. 65

REFERENCES ........................................................................................................................ 63

x

APPENDICES ......................................................................................................................... 68

Appendix 1: Cover Letter ......................................................................................................... 68

Appendix 2: Questionnaire ....................................................................................................... 69

xi

LIST OF TABLES

Table 4.1 Responsive Rate ........................................................................................................ 31

Table 4.2 Demographic Statistics of Respondents .................................................................. 32

Table 4.3 Work Experience ...................................................................................................... 32

Table 4.4 Designation ............................................................................................................... 33

Table 4.5 Globalization ............................................................................................................. 36

Table 4.6 Globalization Adoption............................................................................................. 36

Table 4.7 Teleworkers .............................................................................................................. 37

Table 4.8 High Return on Investments: Virtualization ............................................................. 38

Table 4.9 High Return on Investments: Increase in Investments ............................................. 38

Table 4.10 High Return on Investments: Single Metric of Measure ........................................ 39

Table 4.11 Reduction of Loss Due to Human Intervention ...................................................... 39

Table 4.12 Reduction of Loss Due to Development of ICT ..................................................... 39

Table 4.13 Reduced Work Efficiency Due to Loss of Paper Files ........................................... 39

Table 4.14 Weakness of Emerging ICT Technologies in Kenya .............................................. 40

Table 4.15 Time It Takes to Employ New ICT Technology in Kenya..................................... 40

Table 4.16 Does Use of ICT Lead to Downsizing .................................................................... 41

Table 4.17 Direct Impact of Emerging Technology on Current Job ........................................ 41

Table 4.18 Does Emerging ICT Directly Replaces Jobs in Your Company ............................ 41

Table 4.19 Level of Acceptance of New ICT Technologies. ................................................... 42

Table 4.20 Should Employees be in Constant Learning Mode ................................................ 42

Table 4.21 Does ICT Create More Jobs Than it Destroys ........................................................ 42

Table 4.22 Privacy Between ICT Technology and Individual Data ......................................... 43

Table 4.23 Mutual Respect Between Employer and Employee ............................................... 43

Table 4.24 Effect of Virus Attack on Business......................................................................... 44

Table 4.25 Effect of Having a Proper Anti-virus System ......................................................... 44

Table 4.26 Level of Input of Employees to New ICT Technologies ........................................ 45

Table 4.27 Level of Input of Employees to New ICT Technologies ........................................ 45

Table 4.28 Conclusion .............................................................................................................. 45

Table 4.29 Level of Feedback From Employees to New ICT Technology .............................. 46

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Table 4.30 ICT Policy Presence ................................................................................................ 46

Table 4.31 Top Management Support to New ICT Technology .............................................. 47

Table 4.32 Level of Moral Impact to the Society ..................................................................... 47

Table 4.33 Forum of Feedback Between ICT Team and Employees ....................................... 47

Table 4.34 Strength of the Forum of Feedback Between ICT Team and Employees .............. 47

Table 4.35 Level of Understanding by Employees Getting Trained ....................................... 48

Table 4.36 Revelance of Training Employees Do Understand Processes ............................... 48

Table 4.37 Colaboration and Sharing in Business Today ........................................................ 49

Table 4.38 IT Initiative and Suggestions .................................................................................. 49

Table 4.39 Role of Employees in Other Departments in Regards to ICT ................................ 50

Table 4.40 Returns of ICT Projects .......................................................................................... 50

Table 4.41 Returns of ICT Projects Over Time ........................................................................ 50

Table 4.42 Poor ICT Implementation Results ......................................................................... 52

Table 4.43 Support of Top Management .................................................................................. 52

Table 4.44 Result of Mandatory Implementation of ICT technology ...................................... 52

Table 4.45 Success Rate Dependant on Employee Support ..................................................... 53

Table 4.46 Presence of Forum of Expressing Employee Concerns ........................................ 53

Table 4.47 Communication in the Company ............................................................................ 53

Table 4.48 How Important is Communication Culture in Organization .................................. 54

Table 4.49 Effect of Contract Breaches and Violations ........................................................... 54

Table 4.50 Kenyan Government and Ethical Issues ................................................................. 54

Table 4.51 Kenyan Civil Society and Ethical Issues ................................................................ 55

Table 4.52 Practical Approaches to Solving Ethical Issues ...................................................... 55

Table 4.53 Seriousness of Solving Ethical Issues ..................................................................... 55

Table 4.54 Company and Acknowledgement of Ethical Standards ......................................... 56

Table 4.55 Ethical Guidelines and ICT Policy ......................................................................... 56

Table 4.56 Relevance of Ethical Guidelines ............................................................................. 56

Table 4.57 Coping and Averting Ethical Issues........................................................................ 57

xiii

LIST OF FIGURES

Figure 4.1 Designation .............................................................................................................. 33

Figure 4.2 Implementation of ICT ........................................................................................... 33

Figure 4.3 Technology Widely Used. ....................................................................................... 35

Figure 4.4 Changes in Business Expectations .......................................................................... 41

Figure 4.5 Failed ICT Projects .................................................................................................. 50

Figure 4.6 Causes of Failure ..................................................................................................... 51

1

CHAPTER ONE

1.0 INTRODUCTION

1.1 Background of the Problem

Emerging Information and Communication Technologies are the new technological innovations

that are enabling businesses to quicken their practises and reduce their response time in order to

improve performance (Barajas, 2007). He adds that most businesses in Africa have slowly but

consistently started investing in emerging technologies in a quest to streamline their businesses

in line with best international practises available. This in the same breadth is done to improve

their profit margins so as to achieve maximum returns from the limited resources they have at

hand. Competion has become stiffer and stiffer and more companies are competing for not only

the same clients but also raw materials that are scarcely available in the market.

Over the past decade ICT departments have been charged with the responsibility of creating cost

benefit procedures that will enable the organization be able to compete with competitors in the

industry by reducing their operational costs so as to provide better and more competitive prices

to the market (Barajas, 2007). He believes that ICT has proved to be more and more important to

organizations as it encompasses all departments in the business i.e. all departments can be

positively impacted by adopting ICT technologies. Again, Barajas (2007) is of the opinion that

this is important as the co-ordination and linking of all business processes as well as the

automation of those that are possible have proved to be progressive steps to all business that are

aiming to be authorities in the areas of specialties.

Successful organisations are becoming more adaptable, resilient, quick to change direction and

customer-centred (Khosrowpour, 2006). He also observes that within this unpredictable

environment a business has to come up with strong systems and procedures that will enable it to

be consistent and offer competitive alternatives to allow for growth and development of the daily

business practices. This is probably in line with the objectives of every commercial entity that is

primarily a profit making organization. ICT is one department that has come out strongly as one

that allows for the improvements of these traits within the various other departments.

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Anandaraja (2008) asserts that emerging ICT Technologies are thus playing a significant role in

the race to provide a competitve edge over its competitors in various industries. Earlier studies

however show that these practices however require a lot of investment both by the businesses

and the government of the day in order to succeed. ICT based initiatives for agricultural

development, including farmers prosperity should be multi-dimensional in nature addressing

problems of rural communities in a holistic manner (Anandaraja, 2008). Sectors such as

agriculture and manufuctering need tremondous government support as they require huge

investments to go into infrastructure that the farmers normally would not be able to do on thier

own without the government goodwill. This includes the building of key roads, airports/airstrips

and provision of important utilities such as water and electricity to allow these businesses

function without frequent unnecessary interruptions and be able to avail there goods to the

markets in good time.

Guerino (2007) is for the idea that support for the adoption and implementation of any new

technology is important in any organization. He reckons that this support should be both from

external forces such as governments as well as internal forces such as key business decision

makers. For this very reason it should come from the highest levels of management and trickle

down to the other employees in the business. The top management thus plays a key role in

deciding the thrust and direction of IT adoption in public sector organizations because the

planning and decision structure with respect to the implementation of changes is usually

centralized and need approval from the people incharge of the company (Khosrowpour, 2006).

The senior managers should be able to know the current bottlenecks and envision the future

needs of the business and be able to coordinate these two in liason with the IT manager and come

up with strategy for the implementation of a working solution to address the two (Khosrowpour,

2006). He is for the opinion that managers who are able to show interest and support for new

advancements being taken on are more likely to have those working on those advancements

more motivated as they feel appreciated and will work knowing that their efforts are recognised

by the top levels of the organization. Motivation of employees implementing any new initiatives

more often than not leads to those employees bringing out the best of their abilities in deploying

that system (Anandaraja, 2008).

3

According to Wimmer (2010) the employees too have their role to play in this integration of the

new technologies and without the collaboration of these three pillars (i.e. governament

legislation, top level management support and employee motivation) then these new

technological enhancements can be considered to be a futile attempt. He also adds that evidence

collected from recent studies shows that new ICT enabled governance models are emerging and

it allowed idenfication of the main dimensions of change drivers, barriers and characteristics as

well as opportunities risks and challenges associated with them.

Guerino (2007) argues that the problems most enterprises are facing today revolve around the

fact that a tremendous amount of their critical operational data, information and knowledge has

been locked up and is being held hostage in traditional, silo-ed software systems. Sadly, such

traditional systems foster things like political kingdoms and anti-sharing cultures within the

organization. Over time, these solutions have become an expensive burden on their enterprises,

financially, emotionally and psychologically as owning, managing and integrating them has

become a challenge that goes far beyond the core competency of most enterprises themselves

(Guerino, 2007).

Brennan and Johnson (2004) are of the opinion that anti-sharing cultures hamper the growth of

the business. In this day and age information is power and any one who gets the information first

has a significant power advantage over their competitors. In the same breadth however they

believe that this same information is regarded to be very sensitive and it is in this respect that it

has to be protected at all costs. However to succeed the business has to have this information

accessible to the right people at the right time so that the right decisions can be made for positive

results to be achieved in the business (Brennan and Johnson, 2004). This hurdle has proved to be

difficult and at time disastrous to a business if not effected properly.

Berleur (2010) asserts that it is thus the roles of the Chief Information Officer to be able to create

frameworks that will not only provide this information in an effective, efficient and timely

manner but are also safe and secure from any percieved attack from any of your detractors. He

adds that corporate espionage and intentional sabotage has become a very common occurance in

the workplace and a key issue to be addressed by those charged with the responsibility of

keeping company secrets away from those that intend to do harm.

4

Collaboration is proving to be the new in thing and is the basis of most of the new emerging ICT

technologies that are being implemented in kenya today. From virtualization, to cloud computing

to wireless technologies, the basis of all this new technologies is to provide for the sharing of

data and information amongst the company employees and the various departments regardless of

there location in the country. Collaboration is implemented in various technologies that range

from E-commerce, public or private internet based market places, computerized reservation

systems and peer-to-peer networks that carry the potential to create tremendous efficiences

(Raysman, 2003).

1.2 The Statement the Problem

Previous researches on different emerging technologies have yielded different results. For

instance one of the biggest challenges for emerging ICT technologies in Kenya is the good will

and integration of the employees in the business, the business itself and the government setting a

good platform for the proper implementation of these technologies (Barajas, 2007). For example

he explains that while in the corporate sector e-learning is becoming an important solution for in-

job training, older or other employees who lack the necessary ICT skills may avoid using ICT

tools and hence the training offered.

Copin (2008) is for the notion that emerging ICT technologies such as artificial intelligence has

the potential of leading to unemployment and causes increased concerns about job security are

also at play here. The study aims to show that these emerging technologies come with both

advantages and disadvantages and it is up to many different factors to determine which one

outweighs the other. Trade Offs are definitely part of any business decision we aim to show that

management can therefore not draw a line and base a decision without considering all this

various factors that this study aims to bring out (Copin, 2008).

The trade-offs are thus conscious business decisions e.g. although Artificial Intelligence leads to

reduction of losses due to human error it also leads to automization of processes thus loss of

certain repetitive jobs that are taken over by these machines (Copin, 2008). However we should

not be blind to the fact that there are new jobs that are created with the introduction of these new

5

processes. There will be influx of new expertise needed to manage this new business processes

and machines.

Reynolds (2003) is for the idea that Wireless technologies for instance have the potential of

adding value to the overall business processes of the company. However they can only be funded

and implemented if a clear business case with a tangible return on investment is presented to

senior management. Reynolds (2003) concludes that all business investments made by a

company and not only the ICT department which have to be supported with evidenced concrete

stream of returns for a business to invest in them. He adds that it is however not easy to measure

financial returns on ICT investments and this is a challenge that ICT departments have to figure

out how to circumvent when pitching for upgrades of different technologies.

Emerging technologies also have initial high set up costs. According to (Rotich 2007), many

local companies in Kenya haven’t yet come to terms with the importance of the ICT department

in their organizations today and thus it is very easy to shoot down any ideas and suggestions that

they come up with especially if they have a significant effect to the business resources. This

study aims to show how the different technologies being fronted by ICT departments in Kenya

today can be advantageous to the overall business and improve on bottom line profits across

board.

Another fact that companies have to face today has to do with the issue of globalization. As

much as some are operating as a local company only serving a local market, they have to work

with other global partners e.g. sourcing of raw materials and search for technical support (Rotich,

2007). This has necessitated the issue of being able to share information in real time so as to

achieve maximum business efficiency. This study intends to show how companies through

internet and cloud computing have adopted this globalization phenomenon and are coping with

issues raised with the sharing of data e.g. privacy of that data.

This study also aims to show how businesses including the ICT department are more concerned

with the proper utilization of the meagre resources that they do have. Winter (2005) is for the

idea that the consolidation of server space through virtualization can help maximize on hardware

available considering that on average 90% of windows based production servers run below 10%

6

average utilization of their capacity. Enabling of remote workers so as to save on office space

and even transportation costs are being encouraged by organizations and contribute to a more

Green IT concept of working that is highly efficient and effective in lowering unnecessary

organizational costs.

Again this study attempts to show how businesses deal with employee attitudes and ethical issues

on emerging technologies. Kozma (2007) is of the opinion that people tend to feel good if they

are involved in any new developments right from conception to full actualization of the project.

The ICT department is therefore encouraged to have as much consultation as is reasonably

possible with staff so as to create a sense of belonging to the project. Also this involvement from

an early stage will bring out any ethical issues that staff might have with this project. Ethical

issues are personal and vary amongst the diverse staff in any organization and should be taken

into consideration instead of giving a blanket generalization about what the staff consider ethical

or unethical (Gelbstein, 2005).

1.3 General Objective

The general objective of this research was to identify the critical problems that are hindering the

successful implementation of emerging ICT technologies amongst businesses in various

industries in Kenya today.

1.4 Specific Objectives

The specific objectives of this study were to:

1.4.1 Identify the emerging ICT technologies that are in Kenya today.

1.4.2 Identify the issues and challenges that are faced in the implementation of emerging

technologies.

1.4.3 Identify possible solutions that can ease the implementation of emerging technologies in

Kenya.

7

1.5 Importance of the Study

This study is important as it addresses questions that are raised by various stakeholders in the

implementation of new emerging technologies right from the developers to the final users.

1.5.1 Business Managers

This project will enable business managers be able to make informed decisions on what

technologies will best improve their business outputs. They will be getting to know where they

can improve inefficiency of the delivery of services / products in which they currently might not

be utilizing to the maximum.

1.5.2 ICT Managers

These are the direct managers who are charged with the examining and implementation of the

correct technologies in order to give effective and efficient utilization of resources. They will

know which technologies are currently available and which ones are the most suitable to adopt in

their current business settings. Correct analysis will result into choosing of efficient and cost

effective solutions to drive the business and thus the reduction of costs by the overall businesss.

1.5.3 Technology Developers

The project aims at helping local technology developers to be able to customize the current

applications (technologies) that are currently available to meet specific business needs that are

not being met. They will be able to see problems that local organizations want met and thus

develop technologies that are tailor made for them.

1.5.4 ICT Service Providers

Service providers are those who are involved with the provision of these services such as

exchange email and data centre handling hosting to the customers at a large scale. They are able

to combine the resources of the smaller companies to provide a complex service thus reducing

the prices for them. Data centres and webhosting service providers will be able to get data on

where their services are needed and thus be able to grow their business clientele and numbers

based on what needs the respondents have.

8

1.6 Scope of the Study

This study focused on emerging ICT technologies and the common bottlenecks that are faced by

businesses and ICT managers that try to implement these technologies in Kenya today. Despite

the fact that ICT is important in most if not all industries, it is more prominent in the

manufacturing and service industry as they are more dynamic and prone to change. These

generalizations are limited to companies in Kenya in the manufacturing and service. The

researcher focused on interviewing ICT managers, business managers, ICT service providers and

Technology Developers.

1.7 Definition of Terms

1.7.1 Virtualization Simulation of environment to allow for more efficient utilization

of resources. It offers IT professional’s powerful new ways to simplify infrastructure,

streamline management, improve utilization, and reduce costs (Clark, 2005).

1.7.2 Wireless Technologies This is the transfer of information or communication without

the use of wires (Bott and Siechert, 2003).

1.7.3 Artificial Intelligence is the using of computers which have been programmed to perform

certain duties thus making work easier for humans. (Gartner, 2010)

1.7.4 Cloud Computing is the sharing of data and resources over the internet by a number of

people (Rotich, 2007).

1.8 Chapter Summary

This chapter introduced the background and purpose of this study. It highlighted the general

objective and the importance of this study and who is expected to benefit from the findings of

this study. The chapter also laid down the intended research methodology and research questions

under which the study was done. The importance and the scope of study have also been

highlighted. The next chapter will review previous literature done on Emerging ICT technologies

and will seek to find out what conclusions were drawn from previous studies.

9

CHAPTER TWO

2.0 LITERATURE REVIEW

2.1 Introduction

The aim of this chapter is to identify the emerging ICT technologies being implemented in

Kenya today and look at previous research done on factors affecting this emerging ICT

technologies. Finally a summary of the chapter gives a brief of what has been covered in the

chapter.

2.2 Types of Emerging ICT Technologies in Kenya

There are many types of emerging technologies in the world today. Kenya being a key

developing nation has also not been left behind and organizations in the country have been taken

on the challenge of trying to obtain operational efficiency by implementing what they deem to be

key emerging technologies for the good of their respective organizations.

2.2.1 Wireless Technologies

This is the transfer of information or communication without the use of wires (Bott and Siechert,

2003). It is a dynamic technology that is still gaining a lot of apprehension in Kenya especially

because of the vulnerability of data in the wireless roam. It has different forms that we follow

such as Bluetooth which deals with transmitting data over small distances (Woody, 2007).

Wireless Fidelity (Wi-Fi) and Worldwide interoperability for Microwave Access (WiMAX) are

not only revolutionizing broadband communications in the developed world but they also offer

to developing countries the opportunity to bridge the digital divide that may exist in their

communities (Gunasekaran and Harmantzis, 2007).

It has also been observed for more than two decades that data rates of wireless and wireline

communication systems increase exponentially (Kraemer, Katz, 2009). This means that there

will also be concurrent emerging technologies that will go hand in hand with this great leaps and

thus make it more efficient for businesses. As this emerging markets look for ways to further

their businesses taking up of the advantages of this wireless technologies will be of great help to

them (Kraemer, Katz, 2009).

10

However Shimonski, Cross and Hunter (2005) advice on the need to use encryption in any

wireless network for the security and integrity of the data being transfered stating that with data

security enabled in a closed network the settings on the client for service set identifier (SSID),

and the encryption keys must match the AP when attempting to associate with the network or it

will fail. Reynolds (2003) adds that though wireless local area network (WLAN’s) are clearly a

way in which IT can add value to the overall company, management will not fund technology

adoption without a business case supporting a tangible return on investments meaning that

WLAN enthusiasts must quantify the return on investment associated with the adoption of the

WLAN investment.

Here in Kenya many companies old and new alike are lowering their wireless coverage rates as

demand is growing and they are looking to cash into this new expanding market. In December

2010 Zuku (a local internet service provider) slashed their internet rates to as low as 1000ksh for

both 1MB speed for an internet link as combined with some pay TV channels.) This was in

response to the growing demand for internet for domestic users who would not mind the extra tv

channels too. This has drastically increased the number of homes that have internet as the service

is considerably cheaper to what the other providers have been offering which ranged at an

average of 5000ksh per month for a 1MB link (Turuna, 2010).

Advantages of wireless technologies include reduced set up cost and is ideal for places where set

up of physical cables would be physically impossible such as in rough terrain, portability of

devices, usage of a free radia spectrum (wifi) so no set up regulatory fee for individual

installations (Bing, 2008).

Disadvantages of wireless technologies include, less secure connection with higher risk of

hacking because the signal can easily be accessed by anyone, increased data loss during data

transfer due to unreliable networks that deliver packet in the wrong sequence and order or do not

deliver some packets at all (Bing, 2008).

11

2.2.2 Artificial Intelligence

Artificial Intelligence is the study of systems that act in a way that to any observer would appear

intelligent (Copin, 2008). It involves using methods based on the intelligent behavior of humans

and other animals to solve complex problems (Copin, 2008). The most tangible success measure

of business intelligence technology is usage (Gartner, 2010). Industries such as the security

forces are already using them to perform dangerous tasks without putting themselves in danger

e.g. robots have been programmed to diffuse bombs etc. Artificial Intelligence (AI) techniques

are being used to improve the accuracy of forecasts and thus making a positive contribution to

enhancing the bottom line (Kiyoki, Henno and Jaakkola, 2006).

Copin (2008) advises that there are two schools of thought regarding the specificity of Artificial

Intelligence (AI). According to Copin (2008) there are strong AI followers who believe that by

giving a computer programme sufficient processing power and by providing it with enough

intelligence one can create a computer that can literally think and is conscious in the same way a

human is conscious. The possibility of creating a robot with emotions and real consciousness is

one that is often explored in the realms of science fiction and movies but is not really practised in

the real world. Weak AI followers in contrast is simply the view that intelligent behaviour can

be modelled and used by computers to solve complex problems (Copin, 2008). This point relates

to the fact that just because a computer behaves intelligently does not mean that it is indeed as

intelligent as a human (Copin 2008).

Examples where AI has been used include ‘GroupBuyAction’ which is an agent based electronic

market on which agents automatically negotiate with each other on behalf of their users and

allows for buyer agents to form coalitions and buy goods at volume discounted prices (Chung

and Hinde, 2003). This allows for goods to be bought at lower prices thus saving on costs and all

this is done automatically for the buyer. Also Wurman (1998), talks of ‘AuctionBot’ which is an

auction server where users can create auctions to sell their items online. Agents (who are the

artificial intelligent mechanisms e.g. a software programme) use predefined protocols to make

their bids and offers.

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Gartner (2010) asserts that Artificial intelligence also has to deal with strong methods rules and

weak method rules in the development to its functions. He also adds that weak methods in AI use

systems such as logic, automated reasoning and other general structures that can be applied to a

wide range of problems but that do not necessarily incorporate any real knowledge about the

world of the problem that is being solved. This is what researchers used in the past creating

simple intelligence that could be used to solve a wide range of general problems. In contrast

though strong method problem solving depends on a system being a great deal of knowledge

about its world and the problems that it might encounter (Gartner, 2010). Again he says that this

is because a system with knowledge is useless without some methodology of handling that

knowledge.

2.2.3 Cloud Computing

Cloud computing is the sharing of data or resources over the internet by a number of people.

Resource sharing, while seen in the context of librarianship, is an omnibus expression to cover

co-operation, coordination, inter-library loans, co-operative acquisitions, co-operative storage

and processing (Rotich, 2007). The resource is kept in one central place and the users are able to

access it in turns thus allowing for cheaper alternatives of things like software’s and licenses

which then don’t have to be purchased in bulk but can be purchased based on usage over time.

The goal of cloud computing is essentially to make a better use of distributed resources by

sharing them amongst collegues to achieve higher throughput (Rotich, 2007).

Cloud architecture is the design of software applications that use internet accessible and on

demand service (Gillam, 2010). He is of the opinion that cloud architectures are underlying an

infrastructure used only when it is needed to draw the necessary resources on demand and

perform a specific job, then relinquish the un needed resources and dispose them after the job is

done. Therefore according to him these services are accessible anywhere in the world as you can

connect to the cloud as long as you have internet access.

A negative to this phenomena is the fact that applications and resources exist in clouds and this

forces users to buy into proprietary systems which could run into some privacy issues if not

properly checked and monitered (Asif, 2010).

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Gilliam (2010) gives different categories of cloud services such as infrastructure, platform and

applications that can be accessed real time and used over the internet.

Software as a Service (SaaS)

(SaaS) is a multitenant platform that uses common resources and a single instance of both the

object of an application as well as the underlying database to support multiple customers

simultaneously (Gillam, 2010). For example google apps services.

Platform as a Service (PaaS)

PaaS provides developers with a platform inclucing all the systems and environments comprising

the end to end life cycle of developing , testing, deplyoing and hosting of sophisticated web

applications as a service delivered by a cloud base (Gilliam 2010).

Hardware as a Service (HaaS)

HaaS is where the vendor allows customers to license ther hardware directly (Gilliam 2010).

Rapid advances in hardware virtualization, IT automation and usage metering and pricing allows

users not to spend too much capital on hardware and infrastucture.

Where as a Cloud based solution provides a good opportunity to consider scale out options

providing a better performance improvement Fiore and Aloisio (2010), note that this however is

hindered by the fact that not all applications are suitable cloud candidates. They add that critical

applications can operate in the cloud but are at the mercy of the public network in between them

for both reliability and security. Again sharing resources with other users can result in security

and performance issues. Cloud providers are a single source of large volumes of valuable data

and should be protected as such. Also local laws can prohibit the storage of data outside the

country of origin and there are issues of ownership and access to data stored in a location with

different jurisdiction (Fiore and Aloisio, 2010).

2.2.4 Virtualization

Virtualization is a field of IT which is currently undergoing a rapid development all over the

world and is catching up in Kenya. Clarke (2005) explain it as the combining of resources such

as hardware, software or network to allow users be able to use what they do not physically have

access to. According to Clarke (2005) virtualization has come of age, offering IT professional’s

14

powerful new ways to simplify infrastructure, streamline management, improve utilization, and

reduce costs. He also notes that in all types of virtualization there is a lot of cost savings as

resources which are limited are shared amongst all users. According to Dittner (2005), the key

factor of virtualization is the isolation of each virtual machine making them independent of each

other to some extent.

Winter (2005) explains that the under usage of server resources can be said to be one of the most

compelling factors to take on virtualization. He adds that with Server virtualization for instance

the size of server farms can be reduced dramatically resulting in a lower total cost of ownership

and by using techniques such as live migration can increase high availability for applications

hosted on this servers. Again he notes that available resources can be distributed evenly amongst

the virtual servers and their hosted applications and the concurrent use means that resources are

being used round the clock thus giving more value for money. According to Dittner (2005), one

of the key reasons for virtualization of production is that on average, 90 percent of Windows

based production servers run below 10 percent average utilization and this is the main reason

why virtualization is as prevalent today as most organizations are running on windows platforms

as shown by its dominant market share.

Winter (2005) explains that for programmers and engineers who develop applications,

virtualization gives them a good place for testing these applications before actual deployment is

done on a live instance. He is the opinion that these many applications can also be tested on a

single machine thus making it cheaper and less risky than having it rolled out in a production

environment for testing. However he notes that virtualization also has its down sides as a single

point of hardware failure can result in the complete down time of an entire organization.

2.3. Issues and Challenges Facing Implementation of ICT Technologies in Kenya

The deployment of emerging ICT technologies however has not been recieved with all glamour

and bliss. Were (2004) acknowledges that there have been various bottlenecks that have

hampered the proper implementation and adaptation of emerging ICT technologies. Among the

reasons for failures have been: lack of institutional policies or obligations relating to resource

sharing, insufficient information resources for sharing, inadequate budget allocation to cater for

15

the high costs of resources, and lack of appropriate communication infrastructure and enabling

technologies. In other words, there has been inefficient application of the concept of resource

sharing by companies in the different industries in Kenya (Were, 2004).

2.3.1 Reasons Why Businesses Should Adopt Emerging Technologies

2.3.1.1 Globalization

ICT has not only brought the world closer together, but it has allowed the world's economy to

become a single interdependent system and allows for the true globalization via this integrated

system (Maran, 2005). He adds that technology has not only made the communication cheaper

but has also made it much quicker by breaking down geographic boundaries and made the world

more of a global village. Again according to him the creation of one central database where

different people can share information in real time is the basis of real collaboration. Companies

that have a central distributed system for sharing of information amongst there different branches

can save on costs and allow for faster data access (Ray, 2009).

According to Faulconbridge, Bevearstock, Nativel and Taylor (2011), globalization gives three

specific advantages. It allows for ownership advantages in that a firm might globalize when it

possess unique firm-specific assets that can be exploited in overseas markets. Secondly they

believe that globalization also gives location advantages i.e. new place-specific assets can only

be exploited by the existence of a subsidiary overseas. Finally they add that there is

internalization in that firms benefit from globalization when its presence through an owned

subsidiary allows risks associated with sub-contracting production to an overseas firm to be

avoided (protects global brand integrity).

2.3.1.2 Teleworker

According to LeBlanc and Burn (2007) birth of the Teleworker by the automation of businesses

allows for the remote access and management of resources from areas other than the office. This

is encouraged by some businesses to help them reduce office rent space and cost as people can

work from home. They are of the opinion that this is also seen as an environmentally friendly

option as there is less travelling to and from work and home thus reducing the pollution effect on

the environment through the various modes of transport used. The internet which is an

16

internetwork is made up of many networks that are interconnected allows for collaboration and

communication of people over long distances in real time thus fastening the business process

(Chapman and Fox, 2002).

2.3.1.3 Higher Return on Investment

Chapman and Fox (2002) insist that ICT provides a number of low cost business options such as

virtualization that can help an organization tap into higher productivity as well as cut productions

costs so as to increase profit margins. In other words they believe that ICT can provide for a

higher return on investment for organizations bringing in more returns than what was used to

invest in it in the first place thus helping an organization achieve maximum output from the input

invested.

However according to Khosrow-Pour (2006) the emphasis on management of the return on ICT

investments has lasted since time memorial. Khosrow-Pour (2006), points out that well managed

enterprise no longer invest into ICT without a thorough analysis of the return on investment and

refuse to finance risky long lasting ICT project. In addition he adds that more and more top

managers require that any increase in the investments into ICT correlates with the increase in

turnover and that no project is started unless an improvement in the performance of the

enterprise can be guaranteed by the technology being implemented. Again according to

Remenyi, Money and Bannister, (2007) there was probably a brief moment in early 1990’s when

some members of the ICT community thought that a single ICT evaluation metric and supporting

theory would be developed. However they believe that is not the case as it is now understood that

there are many metrics which are capable of reporting the success or otherwise of ICT

investment.

2.3.1.4 Reduction of Losses Due to Human Error

The development of information technology has also reduced human intervention thus reducing

amongst other things loss due to human error, risks involved due to negligence of timely

upgrades (Patterson and Hennesy, 2007). Some ICT technologies have also reduced the

extensive paper work in running intensive business applications/processes that result to the

accumulation of unnecessary bulk (White, 2008). Nijsen and Hudson (2009), assert that the loss

17

of paper files is known to have undermined efficiency in the timely delivery of services across

government departments ranging from institutions responsible for land registration to those

responsible for business registration and even the judiciary.

In regards to the backup of critical business data in an organization, White (2008) believes that

the introduction of redundant array of inexpensive disks, (RAID), which is an arrangement of

several hard drives in the same computers/server that act as if they were in a single drive and is

used to protect against drive failure or improve performance as part of the advantages of these

emerging technologies.

2.3.2 Weaknesses of Emerging ICT Technologies in Kenya

2.3.2.1 Unemployment

Fox (2002), points out that while ICT might have streamlined organizations processes it has also

created the downsizing of companies due to the efficiencies achieved. He explains that this is

because the technological advances can now allow in some cases for one person to be able to do

the work of tens of other people. This according to him results to the loss of a lot of lower and

middle level jobs that have been done away with and thus creating a social problem of

unemployment amongst many members of the society. ICT contributes to the automation of

many types of work which means that many traditional forms of employment are becoming rare

in industrialized societies, whereas new types of work evolve (Floridi, 2010). Therefore, he adds,

it is not contentious to say that some types of work are newly created whereas others are either

eliminated or outsourced. He ends by posing the question whether there is a net gain or loss of

employment?

OldKnow, Taylor and Tetlow (2010), acknowledge that a major social change that ICT has

already brought is the destruction of many jobs in organizations. According to them there is a

large shift in employment from production to the so called service industries and the loss of

many processing jobs in commercial firms such as banks and other financial institutions due to

advances in ICT.

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2.3.2.2 Privacy

The faster, easier and more conviniency of sending messages and sharing information that has

been achieved by advanced emerging ICT Technologies has also resulted into lots of privacy

issues for organizations (Fox, 2010). He adds that hackers with little level of effort, have been

able to gain access to information that is sent or stored electronically (without proper encryption

techniques) and thus causing panic and worse still harm to the owners of that information. He

emphasises that they can do this by instigating corporate espionage and using company secrets to

better there competitors products. They might also be involved in the stealing of banks details of

individuals who are not too careful in order to take advantage and steal from them. Users should

be encouraged to ensure they have strong passwords that they change and update regularly (Fox,

2010).

Roueback (2004), points out that people and information are two keys assets of any organization

and how you manage them together prepares the foundation for a strategy aimed at reducing the

risk of privacy invasion. He uses the example of a contractual relationship between employer and

employee, supported by employment legislation limits a person’s privacy in the workplace. He

however adds that use of ICT, e.g. email, can often bring elements of a person’s private life into

their workplace thus obscuring any defining boundary between the two (Roebuck 2004). He

sums up his argument by stating that by managers simply acknowledging that people whom your

business activities affect deserve respect your organization could develop a privacy risk strategy

that promotes trust and confidence in your organization and leads to its increased prosperity both

for the business and the employees.

2.3.2.3 Viruses, Worms and Trojan Horses

A virus is a piece of code that replicates by attaching itself to another object usually without the

users knowledge or permission (Brooks, 2004). He adds that this maliciousness can in turn bring

a lot of harm to the business through corruption of seriously critical data that would cripple a

business. Given the inter relatedness of particular technical services and the complexity of

various linked networks, what we think are small problems may have large scale implications to

a business (Wilkes, 2009). Brooks (2004) reckons that it is paramount that a business deploys

19

proper anti-virus program software so as to protect it against these viruses, worms and Trojan

horses on all of its computers. Wilkes (2009) also adds that preventive measures can help stop

worldwide hundreds of thousands of computers becoming infected by viruses and Trojans that

can be exploited by evil minded individuals and this responsibility mainly lies in the hands of the

end user.

2.3.2.4 Lack of Job Security

Brooks (2010), believes that Emerging Technologies have the feature of being very dynamic.

According to him employees across all departments of the organizations have to be in constant

learning mode to enable them to be conversant and be in touch with the technological

advancements that are constantly being made. He is also of the opinion that employees therefore

become very uncomfortable as they have to change with the times and technologies as the come

through. A globalized knowledge economy permeated by ICT means that work patterns are

changing, job security is diminishing and old certainties are eroding (Leask, 2001). She adds that

in order to manage careers of the future we need to be equiped with the ability to identify and

evaluate options for managing risk and uncertainty.

2.3.2 Employee Attitudes towards Emerging Technologies

Past studies on the impact of new ICT technologies show that there are different responses

towards change amongst employees. According to Robert Kozma, (2007), people tend to feel

good if any innovation that is implemented has some form of input from them. He adds that

employees will more readily accept and believe in a system that has some sort of input from

them rather than a system which is provided and forced without any input from them. They will

definitely find it hard to relate with the new technology that is being implemented as they do not

feel that they have any ownership of the system itself (Kozma, 2007).

Employees will relate better with a manager who consults with them rather than a manager who

just issues communication downwards and does not appreciate or listen to any input that they

employees have to give back to them (Nijsen and Hudson, 2009). They add that an organization

preparing to implement a new system into its business process should seek for as much feedback

as possible from its existing employees for a smooth implementation and transition. This

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however doesn’t work all the time and according to Nijsen and Hudson (2009) and any manager

should be able to separate the noise made by employees from valid issues. Humans are generally

resistant to change and usually come up with all sorts of reasons and excuses to bring down any

new advancement that may require them to change the way they do something (Kozma, 2007).

The level of support given by top management directly impacts the success or failure of the

implementation of that technology with more support leading to better implementation and

acceptance by employees (Berluer, 2010). Organizations should have a pro-ICT policy and ethos

that will help users understand the developments that take place in the company in regards ICT

(Heigh, 2010). He also adds that this ICT policy should be reviewed regularly and in

consultation with all stake holders so as to keep abreast with all new developments that come

about the industry and general workplace.

2.3.4 Ethical Issues and Emerging Technologies

Berleur (2010) believes that in regard to emerging technologies, everything that glitters is not

gold and previous works try and draw the line on what is acceptable in the business community

and is morally upright to practices and technologies that are not acceptable in a level playing

business field. The growing process of incorporating emerging ICT into human run business

activities create conditions and behaviors with processes that are often unconscious or not clearly

perceived by the users (Berleur, 2010). These processes sometimes create a conflict with ethical

issues that employees and users may personally have.

Ethical issues have to be addressed from the inception level of the development and

implementation of these emerging technologies using a strong consultative effort before they are

raised by employees and become a bottleneck in the smooth flow of the business process

(Berleur, 2010). He adds that proper training of users on why these technologies are being

implemented will help in the implementation process as once they understand why and what they

are doing it is more likely that they will accept to this undertaking.

Gelbstein (2005) asserts that there are many issues of human rights and freedom that need to be

meshed with an organization’s code of conduct. In particular, the area of appropriate personal

21

use of the organization’s ICT resources by members of the workforce and the extent to which an

employer may monitor an individual’s activities and examine the contents of their computer and

conduct investigations on the basis of perceived un-usual activities (Gelbstein, 2005).

2.4 Possible Solutions to Ease the Implementation of Emerging Technologies in Kenya

2.4.1 Dealing with Current Business Expectations

Mohan, (2008), examines that business expectations are very dynamic and should be reviewed

every so often so that the business processes do not get left behind by its competitors at whatever

moment in their business processers. Again he is of the opinion that ICT systems should

endevour to streamline the operations of the business and capture any gaps that emerge as more

often than not the systems are key in this operation. Also he notes that we are now moving to an

even more advanced level of ICT where collaboration and sharing of data in real time is the

order of the day (Mohan, 2008).

Mohan (2008) also advises that managers should be able to act upon the needs of the business at

whatever level they may fall so as to avoid any drops in profitability. He asserts that ICT can be

used to keep businesses profitable as ICT technologies are bridges that can really change the

fortunes of a firm both negatively or positively. Again he is of the opinion that ICT adoption by a

firm as an innately innovative activity is an alternative perspective that can potentially help in

this regard and this adoptation should be championed throughout all the departments of the

organization as opposed to leaving it only those in the ICT department.

Cohen, Garibaldi and Scarpetta (2004), further argue that expenditures on traditional capital

(structures and equipment) and expenditures on ICT have costs and benfits associated with them,

with associated factor prices and marginal revenue products. They assert that both types of

expeditures are characterized by benefits that occur over time and by timing differences in the

flow of benefits and costs thus requiring some method of expectations formation and of

discounting to determine optimal current expenditures. Firms should expect to deploy this two

types of expenditures with long term vision rather then looking at short time returns as they

22

cannot achieve this without being given time to recoup on investments (Cohen, Garibaldi and

Scarpetta 2004).

However, Cohen, Garibaldi and Scarpetta (2004), also note that the effects of the uncertainty

may differ between the two types of expenditures. They believe that to have a higher chance of

succesful outcome is directly related to the effort spent on the innovation. The innovations are

not just to be deployed and left to do magic on their own but rather there should be deliberate

effort to make sure the deployments are supported all the way from top management to the lower

level workers.

Bing (2008), insists that ICT may be used by different firms in many different ways and for

many different purposes but the only problem comes in how to properly implement this

technology in the most productive way. This is because no labaratory in the world exists in

testing and implementing ICT to improve business processes products and services, instead the

laboratory exists in the market itself as opposed to R&D which have labs where the products are

tried and tested before being released to the consumers in the market as a finished product

(Bing, 2008).

Leask (2010) believes that failure to adopt a new technology implies falling behind but failing to

adopt the new technology successfully may be just as bad and should be avoided at all costs by

any organization that is worth its salt. Businesses that have poorly implemented their ICT

technologies will have lower profits and productivity and as such will begin to struggle,

contract, cave in and exit the market while those that implement succesfully will have

profitability and productivity advantages and expand (Leask, 2010). She adds that the adoption

of new technologies requires critical thinking, patience and time so as to succesfully be

assimilated in the organization.

Firms that purchase existing ICT technology and then experimentally arrive at a successful

implementation have the same problem in appropriating the benefits as they would have had they

acquired truely non-rival knowledge (Moran, 2008). He adds that customization on the job is

always critical for any ICT technology that is being implemented as no two organization have

exactly the same processes being used by there management employees and staff.

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2.4.2 Dealing with Negative Employee Attitudes.

Negative employee attitudes towards emerging ICT technologies can be seen as a major

stumbling block to adaptation of these new technologies (Heigh, 2010). He insists that

management has to ensure that the new technologies are taken on board with a lot of zeal and

vigor by the employees to allow for the proper implementation of these new technologies.

According to him employees are part and parcel of these new technologies and should be

positively involved in their deployment.

Venkatesh (2003) found out that mandatory introduction of ICT tended to reduce worker

acceptance and future use of technology by those same workers. Perceptions from employees

that they are being forced to adopt new technologies will contribute to feelings of resistance to

change and potential withdrawal from usage of new technologies that management wants to

introduce (Ganster and Perrewe, 2010). However they note that this boils down to the trust issues

that exist between the employees and the management and the culture that is cultivated in the

organization in this regard. This is very important to the company as any trust issue will not only

affect the implementation of emerging ICT but will also affect the implementation of other

systems and processes that the company wants to undertake thereby having a negative effect on

the profitability of the company (Vankatesh, 2010).

Ganster and Perrewe (2010) suggested that company management should come up with a good

way of creating a feeling of trust between all hierarchies of management. Allowing for both top-

down and bottom up communication will foster good relationships in the company and will be of

considerable use to all departments in the company. Ganster and Perrewe (2010) illustrated how

the psychological contract forms an essential ingredient underpinning reciprocity between

employers and employees, and the contract breaches or violations between the two have a

significant impact on worker’s feeling of loyalty and commitment to their organization as well as

engagement with their job. While people may not always be able to put in words exactly what

they want from the relationship with the organization, they immediately recognize when their

rights have been violated and will act accordingly to protect themselves in whatever way they

can (Ganster and Perrewe, 2010).

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Successful implementation of technology is therefore highly dependent upon open

communication and the climate/culture of the organization (Ganster and Perrewe 2010). User

awareness and acceptance should be spread throughout the organization before any new projects

are initiated or implemented in an organization so as to get the buy in of everyone in the

organization (Vankatesh, 2010).

2.4.3 Dealing with Ethical Issues

Brennan and Johnson (2004) reckon that ethical issues that can come into play in the

implementation of emerging ICT technologies have to be addressed before they hamper the

normal business process. They believe that as information systems become more pervasive in

human organization, these effects pose increasingly significant dilemmas and create unintended

social costs and consequences in these organizations. Governments, the civil society and the

private sector worldwide are now raising issues and priorities in the context of developing an

information society (Brennan and Johnson, 2004).

It is insufficient however, to determine and address the ethical problems raised by emerging ICT

from a theoretical perspective if such approaches have no practical impact and remain external to

the development of the technical project itself (Berleur, 2010). He adds that it is possible to

analyze a specific technology area such as artificial intelligence and determine the ethical issues

related to it. However according to him, doing this ignores the foundation of the ethical issues,

i.e. how and in what context they were identified and raised and what conditions are required to

address them efficiently so that everyone is satisfied with the result.

Colton and Covert (2007) believe that due to different personal, cultural, social, economic,

political and scientific issues different contexts will raise different issues and it is the

responsibility of the managers to take this into consideration before the implementation of these

technologies. They add that in the developed nations emerging technologies are created with

presuppositions already in mind. These are policies that are set by bodies such as the European

25

Union and companies are expected to adhere to the guidelines that are set out in the process of

the development of these emerging ICT technologies (Colbert and Covert 2007).

We should then presume that today’s leaders should be abreast with this developments and issues

and must be able to anticipate and address these challenges before they actually come up.

Management practice and policy in Kenya however lag behind the advances in technology and

their impact on social systems. However by creating awareness and offering analytical

frameworks for a variety of issues stemming from information systems implementations then

managers can contribute to the development of these professionals ability to cope with and

perhaps avert these problems (Brennan and Johnson, 2004).

2.5 Chapter Summary

In trying to focus on Emerging ICT technologies the chapter outlined key areas that have been

researched on by previous writers. The research questions which were to identify emerging ICT

technologies and challenges facing this technologies as well as possible solutions to these

challenges were covered extensively and literature provided both in favour and against this topic.

The next chapter will look at the methodology that the researcher used to carry out his research

and will include the research design, population and sample size, sampling design, sampling

techniques, data collection methods, research procedures data analysis and presentation

techniques used.

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CHAPTER THREE

3.0 RESEARCH METHODOLOGY

3.1 Introduction

This study aims to identify the challenges influencing the implementation of emerging ICT

technologies in Kenya and in particular the effects it has to Business managers, ICT managers,

ICT service providers and Technology Developers. The chapter outlines the overall methodology

used in conducting the research and it includes the research design, population and sample size,

sampling design, sampling techniques, data collection methods, research procedures data

analysis and presentation techniques.

3.2 Research Design

This research was a formal field study based on three research questions. The research’s main

objective was to answer the research questions and thereby reveal the challenges facing the

implementation of emerging ICT Technologies.

The study was a self-administered survey that was based on the research questions as mentioned

earlier. A questionnaire is a fixed study schedule that enables a researcher to gather data from

people to help in his research (Brace, 2008). The study relied on the findings of the research and

the statistical analysis of these to show the common challenges facing the implementation of

emerging technologies in Kenya today.

A pilot test of the preliminary questionnaire based on the specific objective was conducted

among 5 selected respondents. The final survey instrument was then refined and sent to the

participating companies which were strategically selected based on the technology they use so as

to capture and improve the response rate and reduce potential non response bias. The research

yielded 36 usable responses (90% response rate and 10% non respondents).

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3.3 Population and Sampling Design

3.3.1 Population

Population is the total number of persons inhabiting a country, city, or any district or area

(Rosenblatt, 2002). In this study we take population to be the different companies in various

industries round the country. Information technology is a widely used resource cutting across the

various industries in the country. The study focused on randomly selected companies in Nairobi

from various industries (approximately 40 respondents) who were currently implementing one of

the emerging technology into their operations. It is important to note that the emerging

technologies chosen are generic and can be used by companies in any of this industries. The list

of companies is chosen from mainly members of the Computer Society of Kenya whose main

objective is to bring together all organizations that are makers or users of IT as well as

organizations providing IT services under the umbrella of the Professional Association. Table

3.1. shows the population distribution

Classification No of Repondents Percentage

NGO 8 20%

MANUFACTURING INDUSTRY 12 30%

ICT SERVICE PROVIDERS 16 40%

HOTEL INDUSTRY 4 10%

3.3.2 Sampling Design and Sample Size

A sample design specifies for every possible sample and its possibility of being drawn.

Judgemental sampling was the method used to ensure a proper sample representing all sectors

was drawn. The sample size determination is the act of choosing the number of observations to

include in the statistical sample.

http://www.google.co.ke/search?hl=en&client=firefox-a&sa=X&rls=org.mozilla:en-US:official&tbs=bks:1&q=inauthor:%22Judah+Isser+Rosenblatt%22&ei=WAj1TPy9C-CG4gbdmriABw&ved=0CDIQ9Ag

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3.3.2.1 Sampling Frame

Sampling frame is a list of elements from which the sample is actually drawn (Cooper and

Schindler, 2001). The sampling frame had a base population as its reference and the sample was

drawn from the population. The participating companies were scheduled based on the technology

they have implemented or are currently implementing. The research classified the companies

based on the similar technologies and thus dealt with similar based instances at a time. The

questionnaire was physically distributed to the respondents and appointments for this purpose

were set up.

3.3.2.2 Sampling Technique

To ensure fair representation and generalization of the findings to the general population,

probability sampling was used for this study. The research was based on random systematic

sampling where companies were chosen from a list and their managers approached to give

samples. Sampling techniques are the different methods of selecting some of the elements from a

population (Cooper and Schindler, 2001). To ensure fair representation, based on sample frame

judgemental sampling was used to determing the sample for the study. This was to ensure that

relevant information is gathered for the study.

3.3.2.3 Sample Size

The sample size is the number of objects in the sample (Dattalo, 2008). He adds that this sample

size should neither be too small nor too large and should rather be ‘optimum’ for the study. This

size should meet the requirements of representativeness, reliability and flexibility (Dattalo,

2008). Due to lack of ample time the researcher focused on 40 randomly selected companies

based on the 6 most common emerging technologies in Kenya. He tried to identify the business

decision makers as well as the Chief IT Officer in-charge of the technology being implemented.

In total, we looked at forty respondents.

3.4 Data Collection Methods

The data was collected through interrogation based on the research questions. The major method

of collecting data was by use of a questionnaire. The instrument was prepared following set

guidelines to ensure that the effort put in obtaining reliable data is not compromised (Carlton and

29

Covert, 2007). The questionnaire was developed and organised on the basis of the research

questions to ensure relevance to the problem. This method was selected with the interests to

protect the privacy of the participants.

The questionnaire was delivered in a closed format which included the use of differential scales,

ranking, and checklists in order to maintain the respondents interests. A closed questionnaire is

one in which questions asked have a set of fixed alternative answers. (Bryman and Bell, 2007).

This format was selected because it was easy and quick to fill in and minimized discrimination

against the less literate (in self administered questionnaire) or the less articulate (in interview

questionnaire). It was easy to code, record, and analyse results quantitatively as it is to report the

results.

3.5 Research Procedures

Prior to using the research questionnaire in the field, it was pilot tested. According to Donald

Schwab (2005), it is important to pre test a questionnaire on individuals similar to those who will

be asked to complete it before using it for substantive research. The purpose of this was to refine

the questionnaire and also ensure that the respondents do not face any difficulty in answering the

questionnaire. The analysis of pre-liminary data collected ensured that the data collected

answered the research questions. Questionnaires were easy to administer confidentially.

Confidentiality was necessary to ensure participants respond honestly.

During the meeting, the purpose of the study was explained to the respondents, and their

questions responded to. The instrument was collected by the researcher after 1 week.

The questionnaire was self-administered and was delivered personally or via e-mail to the

respondents. A self-administered questionnaire refers to one that individual respondents

complete by themselves (Fink, 2003). There was a personalised cover letter and an introduction

explaining briefly the purpose of the survey, the importance of the respondents' participation,

which was responsible for the survey, and a statement guaranteeing confidentiality. The

respondents were also thanked at the end of the questionnaire.

30

3.6 Data Analysis Methods

For purposes of this study, quantitative data analysis methods were used. In particular the

researcher was more concerned with Inferential statistics which involve measurement of

relationships and differences between or among the variables. Inferential statistics include

correlation, regression and analysis of variance among others. The research also did touch abit on

descriptive statistics that include frequencies and measures of central tendencies (mean, medium

or mode). Excel spreadsheets and research analysis software SPSS was used to analyse and

present the data. SPSS is a widely used computer program designed to aid the statistical analysis

of data, particulary data collected in the course of research (Brace and Kemp and Snelger, 2006).

3.7 Chapter Summary

This chapter focused on the research methodology. Here the research design, population and

sampling design has been discussed. The sampling design and sample size has been discussed

and the point to note is that the sample was drawn randomly.The premium method of data

collection has been highlighted as the questionnaire and the administration, pilot testing and

scheduling of the participants also discussed. The chapter finally has identified quantitative

analysis as the main method of data analysis in which the use of spreadsheets and SPSS research

software was employed.

The findings of this study were presented and analyzed in the next chapter, guided by the general

research questions. Frequency tables, pie charts and graphs were used for data presentation.

Chapter four presents the results and findings of the study from the primary data collected from

the respondents who participated in the study.

31

CHAPTER FOUR

4.0 RESULTS AND FINDINGS

4.1. Introduction

This chapter contains results and the major findings of the study. The chapter presents the results

in narrative and graphs. The chapter begins with the overview of respondents and further

provides presentation of results of the respondents on challenges influencing the implementation

of emerging ICT technology in Kenya Today. The findings are based on the response from the

questionnaires filled and information gathered on the research questions. The first section of the

questionnaire looked at the emerging information technologies that are present in Kenya today,

while the second section analyzed the challenges and issues that ICT are facing today and the

third section provide analysis on possible solutions for these emerging technologies.

4.2. Overview of Survey Respondents

A pilot test of the preliminary questionnaire based on the specific objective was conducted

among 5 selected respondents. The final survey instrument was then refined and sent to the

participating companies which were strategically selected based on the technology they use so as

to capture and improve the response rate and reduce potential non response bias. The research

yielded 36 usable responses (90% response rate and 10% non respondents). The Respondent

information was organized in the following areas i.e. response rate, demographic survey this

include gender, work experience, designation and technology used.

4.2.1 Response Rate:

Table 4.1 Response Rate

Response Response Rate (%)

Respondents 36 90%

Non-Response 4 10%

Total 40 100%

32

Out of a targeted 40 respondents, 36 responded to the questionnaires. This represented a non

response of 4% and an effective response rate of 90% that was sufficient enough to answer the

research objectives.

4.2.2 Demographic Statistics of the Respondents

Table 4.2 Demographic Statistic of Respondents

No table of figures entries

found.

Data Distribution

Frequency Percent

Valid Male 21 58.3%

Female 15 41.7%

Total 36 100.0%

The findings in Table 4.2 illustrates that out of the 36 interviewed persons 58% of the

respondents were male and 42% of the respondents were female.

4.2.3 Work Experience

Table 4.3 Work Experience

Work Experience Frequency Percent

below 1yr 8 22.2 %

1-3yrs 13 36.1%

4-5yrs 10 27.8%

6-7yrs 3 8.3%

10 and above 2 5.6%

Total 36 100.0%

The study shows the work experience of the respondents involved in the study. It shows that

most of the respondents (38%) had work experience between one (1) to three (3) years, 29%

between four(4) to five (5) years, 24% below one (1) year, 9% between six (6) to Seven (7)years

and 6% above ten (10) years of work experience. The findings are indicated on Table 4.3.

33

Figure 4.1 Designation

The research also sought to find out the respondents’ position held in the organization of

involved in the study so as to determine there level of influence in making decisions on what

new emerging technology will be implemented. The findings in figure 4.1 illustrates that 41% of

the respondents said that they were IT managers while 19% said they were system

administrators, 17% said they were Managing Directors, while 17% said they were from other

departments, 3% indicated that they were Network administrators and the last 3% indicated that

they were Database administrators staffs.

4.3 Types of Emerging Technologies in Kenya

4.3.1 Implementation of ICT Technology

yes

Section

Figure 4.2 Implementation of ICT

34

The findings in figure 4.2 indicate that 100% of respondent said that they had implemented new

ICT technology of one kind or the other in the last 5 years in there various organizations.

4.3.2 Types of Technology Used

Table 4.4 Type of Technology Used

Data Distribution

Frequency Percent

3 8.3%

ALL 2 5.6%

CC,IS 1 2.8%

CC,V,MC 2 5.6%

IS 2 5.6%

IS,MC 1 2.8%

IS,V 2 5.6%

MC 3 8.3%

WT 2 5.6%

WT,AI,V 1 2.8%

WT,CC 1 2.8%

WT,CC,V,IS 4 11.1%

WT,CC,V,IS,MC 7 19.4%

WT,IS 1 2.8%

WT,V 4 11.1%

Total 36 100.0%

The study also aimed at finding out the types of different technologies that were implemented

and in use by different organizations. Table 4.5 indicates that a significant proportion 19.4% of

the respondents said they were using wireless technology, cloud computing, virtual technology,

information sharing and mobile computing, 11.1% said they were using wireless, cloud

computing, virtual, information sharing and wireless and virtual technology respectively. 8.3%

35

said they were in the category that used Artificial intelligence, cloud computing, virtual and as

well as those who only used mobile computing.

Another 5.6% said that they use technology that is wireless, artificial intelligence, cloud

computing, virtualization, information sharing and mobile computing, the next category of

respondents with 5.6% said they use cloud computing, virtualization and mobile computing.

Similarly another 5.6% said they were only using information sharing and only wireless

technology, further a number of respondents 2.8% indicated they were using cloud computing

and information sharing, information sharing and mobile computing, wireless, artificial

technology and virtualization, wireless and cloud computing and wireless and information

sharing respectively.

4.3.3 Technology Widely Used

Figure 4.3 Technology Widely Used

The finding in figure 3 shows that most of the respondents indicated to have implemented

virtualization technology (69%), 55% said they have implemented cloud computing and

information sharing respectively, 41% said they have implemented mobile computing, 38% say

that they have implemented wireless technology and 16% said that they have implemented

artificial intelligence.

36

4.4 Issues and Challenges Facing Implementation of ICT Technologies in Kenya

4.4.1 Globalization

Table 4.5 Globalization

How often do you have to deal with clients and suppliers from other countries?

Frequency Percentage

i don’t know 2 5.6%

sometimes 17 47.2%

regularly 13 36.1%

always 4 11.1%

The study aimed at determining what led to implementation of emerging ICT technology in their

respective organization. The respondents when asked about dealing with the clients and suppliers

from different parts of the country when implementing ICT technologies resulted into 5.6%

saying that they did not know, 47.2% responded sometimes, 36.1% said they do it regularly

while 11.1% said they did it always. The finding are presented on Table 4.5.

Table 4.6 Globalization Adoptation

Have you adopted a new communication or collaboration technology that has

quickened your business process in the last 5 years?

Yes No

91.7% 8.3%

Have you adopted a new communication or collaboration technology that has

cheapened your business process in the last 5 years? 94.4% 5.6%

Does your organization have different branches in other parts of the country? 80.6% 13.5%

Do branches in your organization share information using a central database

amongst themselves? 86.1% 13.9%

Do you think the method of sharing information amongst the branches reduces

costs? 88.9% 11.1%

Is the method of sharing information amongst the branches fast enough to allow

for real time collaboration? 91.7% 8.3%

37

Further, 91.7% indicated that they had adopted a communication technology in the last 5 years

while 8.3% said that they did not. 94.4% responded yes and 5.6% no on the question that

technology that has cheapened business process. 80.6% of the respondents said they have

different branches and 13.5% did not have branches, the finding also shows that 86.1% said that

they did share information through central databases while 13.9% said they did not. The study

indicated that 88.9% said that sharing data reduces cost while 11.1% said that they did not agree

that sharing data reduces cost. Another 91.7% said that they agreed the method used to be fast

while 8.3% said that they did not. The finding are presented on Table 4.6.

4.4.2 Tele-Workers

Table 4.7 Tele-Workers

Tele-workers Yes No

Does your organization have remote workers? 75% 25%

Do you think the idea of remote workers (teleworkers) is cost

effective?

91.7% 8.3%

Do you think the idea of remote workers (teleworkers) is

environmentally friendly?

100% nil

The research also sought to find out if Teleworking was the reason for implementing ICT

technology. 75% of the respondents said they had remote workers in their organizations and 25%

said they did not. 91.7% said that they agree with the notion that remote workers tend to be cost

effective and 8.3% respondent said they do not agree that remote workers are more cost

effective. 100% of the respondends said that they agreed that teleworkers were environment

friendly. Table 4.7 present the finding of the results.

38

4.4.3 High Return on Investments

Table 4.8 High Return on Investment: Virtualization

High return on Investments

Do you think implementation of virtualization technology has a

high return on investment?

Percentage

i dont know 11.1%

weak 5.6%

moderate 5.6%

strong 52.8%

very strong 25.0%

The findings on table 4.8 present results of respondents in regards to High return on Investments

as the reasons for implementing ICT technology, 56% of the respondents said that they strongly

agree that virtualization had high returns on investments, 25% said that they agreed very

strongly, 11.1% of the respondent said they did not know while 5.6% indicated that they

moderately agreed.

Table 4.9 High Return on Investment: Increase in Investments

Does your company require that any increase in investments in

ICT correlate with the increase in turnover for the company?

Yes 83.3%

No 16.7%

The findings on table 4.9 indicate that a further 83.3% said that they agreed that increase on ICT

investment correlate with increase in turnover while 16.7% said that they did not agree.

Table 4.10 High Return on Investment: Single Metric to Measure Success

Is there a single metric that can be used to measure the success of

all ICT PROJECTS?

yes 19.5%

No 80.5%

In table 4.10, 80.5% of the respondents expressed that there was no single metric to be used to

measure success of the ICT project while 19.5% said that there is a single metric to measure

success.

39

4.4.3 Reduction of Loss Due to Human Error

Table 4.11 Reduction of Loss Due to Human Intervention

Has the development of information technology reduced

human intervention thus reducing amongst other things loss

due to human error?

Frequency Percent

Yes 34 90%

No 2 10%

Total 36 100%

The research also aimed at establishing whether reduction of human error was the main reason

for implementing the emerging ICT technologies. In the findings above, 90% said that they

agreed to the development of ICT technology to reduce human intervention thus reducing loss

due to human error 10% said they do not. The finding are presented on Table 4.11

Table 4.12 Reduction of Loss Due to Development of ICT

Has the development of ICT resulted in the reduction of

unnecessary bulky paperwork?

yes 36 100%

No nil nil

The findings in table 4.12 indicate that 100% of the respondent said that ICT resulted into the

reduction of unnecessary bulky paperwork.

Table 4.13 Reduced Work Efficiency Due to Loss of Paper Files

Do you agree that the loss of paper files has led to the loss

in-efficieny of service delivery in some offices?

Frequency Percent

Yes 28 75.0%

No 8 25.0%

Total 36 100.0%

The result on table 4.13 indicates that 75% said that loss of paper files had led to loss of

efficiency of service delivery in some offices while 25% said they did not agree.

40

4.5 Challenges of Implementing ICT Technologies

4.5.1 Weaknesses of Emerging ICT Technologies in Kenya

Table 4.14 Weakness of Emerging ICT Technologies in Kenya

Weaknesses of Emerging ICT Technologies in Kenya

Have you employed (or are planning to employ) a new ICT

technology?

Frequency Percent

Yes 34 94.4%


Total 36 100.0%

The research further sought to find the weakness in emerging of ICT technologies from the

respondents. Table 4.14 reports how respondents expressed challenges facing ICT. When they

were asked if they had employed new ICT technology, the result 94.4% said they had

implemented while 5.6% said they did not know whether it had been done.

Table 4.15 Time It Takes to employ new ICT Technology in Kenya

How long should (did) it take to employ the new ICT

technology? Freq Percent

1 year 30 83.3

less than 3year years

6 16.7

less than 5 years nil 0.0

I don’t know nil

Total 36 100.0

The respondents were further asked the duration they had taken to implement this new

technology i.e. between one year, less than three years, less than five years and I don’t know.

Majority 83.3% said that it took one year to implement and 16.7% indicated that it took less than

three years. However there was no response on less than 5 years. The finding are presented on

Table 4.15

41

4.5.2 Unemployment and Lack of Job Security

Table 4.16 Does Use of ICT Lead to Downsizing

Does streamlining of business process using

ICT lead to downsizing in a company?

Frequency Percent

I don’t know 4 11.1%

moderate 16 44.4%

strong 13 36.1%

very strong 3 8.3%

Total 36 100.0%

The above table 4.16 shows how the respondents viewed the challenges that emerging ICT

technology faces in regard to downsizing. 44.4% of respondents said that they moderately

agreed that introduction of ICT directly replaces jobs, 36% said that they strongly agree,

11.1% said that they did not know and 8.3% said that they agreed very strongly.

Table 4.17 Direct Impact of Emerging Technology on Current Job

What impact does Emerging ICT technology

recently have on your job directly

Frequency Percent


Moderate 15 41.7%

Strong 14 38.9%

very strong 5 13.9%

Total 36 100.0%

In table 4.17, 41.7% said that they agreed moderately that emerging ICT technology had

impact on job directly, 38.9% said that they agreed strongly, 13.9% said they agree very

strong and 5.6% of the respondent said that they did not know.

Table 4.18 Does Emerging ICT Directly Replaces Jobs in Your Company

Does the Emerging ICT technology directly

replace the job of you or another person in

your company

Frequency Percent

Yes 15 41.7%

No 21 58.3%

Total 36 100.0%

In table 4.18 the study showed that 58.3% of the respondents said that they did not agree that

ICT technology directly replaces the job while 41.7% said they agreed.

42

Table 4.19 Level of Acceptance of new ICT Technologies

What is the level of acceptance of new ICT

technologies by those whose jobs are directly

affected by this technology?

Frequency Percent

yes 12 33.3%

No 9 25.0%


Total 36 100.0%

Table 4.19 indicates that 41.7% of the respondents indicated that they did not know on the

level of acceptance of new ICT technology by those directly affected, 33.3% said they agree

while 25% said they did not agree.

Table 4.20 Should Employees be in Constant Learning Mode

Do you agree that employees should be in

constant learning mode to be able to keep

abreast with technology

Frequency Percent

yes 30 83.3%

No 6 16.7%

Total 36 100.0

Table 4.20 reports on whether the employee should be in constant learning to keep abreast

with technology in which 83.3% responded that yes they should be in constant learning mode

while 16.7% responded no they should not.

Table 4.21 Does ICT Create More Jobs than It Destroys

Do you think ICT creates more jobs than it

destroys?

Frequency Percent

yes 21 58.3%

No 13 36.1%


Total 36 100.0

Further in table 4.21, 58.3% respondent said they agree that ICT creates more jobs than it

destroys while 36.1% said no and 5.6% said they did not know.

43

4.5.3 Privacy

Table 4.22 Privacy Between ICT Technology and Individual Data

Privacy

At what level does the new ICT technology

interfere with the privacy of individuals’ data?

Frequency Percent

Yes 6 16.7%

No 7 19.4%


The table 4.22 above shows the respondents view on privacy as a challenge to the ICT

technology. 63.9% said they did not know at what level does the new ICT technology

interferes with privacy of individual data 19.4% of respondents said that they did not agree

while 16.7% said they agreed.

Table 4.23 Mutual Respect Between Employer and Employee

Does mutual respect between employer and

employee lead to less privacy issues?

Frequency Percent

yes 27 75.0%

no 3 8.3%


Again table 4.23 shows that 75% of the respondents said that they agree that mutual respect

between employer and employee lead to less privacy issues while 8.3% said they do not

agree.

4.5.4 Viruses, Worms and Trojan Horses

Table 4.24 Effect of Virus Attack on Business

Viruses, Worms and Trojan Horses

How badly can a virus attacks cripple your

business?

Frequency Percent


moderate 5 13.9%

strong 11 30.6%

very strong 14 38.9%

Total 36 100.0

44

The table 4.24 above presents the result of respondent’s on how badly virus attack cripples

business. 38.9% of the respondent said that they agreed very strongly while 30.6% said they

agree strongly. 16.7% said they did not know and 13.9% said they agreed moderately.

Table 4.25 Effect of Having a Proper Anti-virus System

Do you think having a proper anti-virus system

in place will protect your network?

Frequency Percent


strong 2 5.6%

very strong 4 11.1%

Total 36 100.0

In table 4.25 above, 83.3% of respondent said they did not know whether having proper anti-

virus system would protect their network while 11.1% said that they agreed very strongly and

another 5.6% said they agreed strongly.

4.5.5 Employee Attitudes Towards Emerging Technologies

Table 4.26 Level of Input of Employees to New ICT Technologies

What level of input do employees have on the

type of new ICT technology being implemented

in the organization?

Frequency Percent

weak 7 19.4%

moderate 2 5.6%

strong 22 61.1%

very strong 5 13.9%

Total 36 100.0

The study showed that 61.1% of the respondents said that they have strong feelings to the

level of input employees have on the type of new ICT technology being implemented in there

organizations, 19.4% said they had put in weak input, 13.9% said they felt there input was

very strong and 5.6% said they had moderate feelings about the level of imput they put in.

The finding are presented on Table 4.26

Table 4.27 Level of Input of Employees to New ICT Technologies

What level of joy did people feel good when the new

ICT technology was implemented?

Frequency Percent


weak 2 5.6%

moderate 14 38.9%

strong 11 30.6%

very strong 5 13.9%

Total 36 100.0

45

The study further aimed to determine the challenges of employee attitude toward the

emerging technology. The finding shows that 38.9% of the respondent said that they

expressed moderate feeling of joy when ICT technology is implemented, 30.6% said that they

expressed strong feelings of joy, 13.9% said they felt very strong feelings of joy. 11.1% said

that they did not know and 5.6% said they have weak feelings. The finding are presented on

Table 4.27

Table 4.28 Level of Feedback from Employees to new ICT Technology

What level of feedback do employees give on

the type of new ICT technology being

implemented in the organization?

Frequency Percent

i don’t know

2 5.6%

moderate 19 52.8%

strong 10 27.8%

very strong

5 13.9%

Total 36 100.0

The table above 4.28 shows that 52.8% of the respondents said that they expressed moderate

level of feedback that employees give on type of new technology in their respective

organizations, 27.8% said they felt strongly on the level of feedback given while 13.9% said

they felt very strongly on the level of feedback given by employees and 5.6% said they did

not know.

Table 4.29 Level of Response of Users to new ICT Technologies

How responsive are users to new ICT

technology implemented by the organization?

Frequency Percent

i don’t know

2 5.6%

Weak 5 13.9%

moderate 9 25.0%

strong 15 41.7%

very strong

5 13.9%

Table 4.30 ICT Policy Presence

Does your company have an ICT policy? Frequency Percent

yes 28 77.8%

no 7 22.2%

Total 36 100.0

How often is this ICT policy reviewed in your

organization?

Frequency Percent


never 7 16.7%

sometimes 17 47.2%

regularly 10 27.8%

Total 36 100.0

46

The findings indicate that 77.2% of respondents said that they had implemented ICT policy

while 22.8 said they had not The results also show that 47.2% of respondent said that ICT

policy were reviewed sometimes, 27.8% said they were reviewed regularly 16.7% said they

did not know and 8.3% said never. The finding are presented on Table 4.30.

Table 4.31 Top Management Support to new ICT Technology

What support does top management give to the

implementation and use of new ICT technology

in the company?

Frequency Percent


weak 14 38.9%

moderate 5 13.9%

strong 3 8.3%


The findings on table 4.31 indicate that 38.9% of the respondents said they were weak on the

support management give to implementation, 27.8% indicated very strong , 13.9% indicated

moderate support, 11.1% said they did not know and 8.3% indicated strong.

4.5.6 Ethical Issues and Emerging Technologies

Table 4.32 Level of Moral Impact to the Society

What is the level of moral impact to the society when

implementing this ICT technology?

Frequency Percent

weak 9 25.0%

moderate 25 69.4%

strong 2 5.6%

Total 36 100.0

The study aimed to determine Ethical issues and emerging technologies from the respondents

involved in the study. From the findings 69.4% of respondent said that they believed there

was a moderate level of moral impact to the society when implementing ICT technology 25%

said it was weak, and 5.6% said it was strong. The finding are presented on Table 4.32

Table 4.33 Forum of Feedback between ICT Team and Employees

Is there a forum of feedback between the ICT team

implementing the technology and employees?

Frequency Percent

yes 31 86.1%

no 3 8.3%


Total 36 100.0

47

Another 86.1% of the respondents said that they agree to a forum of feedback between ICT

team and employees 8.3% said they did not agree and 5.6% indicated they did not know. The

finding are presented on Table 4.33

Table 4.34 Strength of the Forum of Feedback between ICT Team and Employees

How strong is the forum of feedback between the ICT

team implementing the technology and employees? Frequency

Percent


weak 16 44.4%

moderate 3 8.3%

strong 10 27.8%

very strong 5 13.9%

Total 36 100.0

Another 44.4% of the respondents said that they had weak forums on the strength of feedback

27.8% said there forum was strong, 13.9% said that it was very strong and 5.6% said they did

not know. The finding are presented on Table 4.34

Table 4.35 Level of Understanding by Employees Getting Trained

Do employees get training to understand why these

processes are being implemented?

Frequency Percent

yes 32 88.9%

no 4 11.1%

Total 36 100.0

Again 88.9% of the respondents said they agreed that employees should get training to

understand why ICT was implemented while 11.1% said they did not agree. The finding are

presented on Table 4.35.

Table 4.36 Relevance of Training Employees do Understand Processes

How relevant is this training employees get to understand

why these processes are being implemented?

Frequency Percent


moderate 18 50.0%

strong 12 33.3%

Total 36 100.0

Further 50% of the respondents said they moderately agree on the relevance of training,

33.3% said they strongly agree while 16.7% indicated they did not know. The findings are

presented on Table 4.35.

48

4.6 Possible Solution to Ease Implementation of Emerging ICT Technologies in Kenya

4.6.1 Dealing with Current Business Expectations.

The figure 4.4 below illustrates the result of the respondent opinion on the rapid changes of

business expectations. 89% said yes while 5% said no and 6% said they did not know.

Figure 4.4 Changes in Business Expectation

Table 4.37 Collaboration and Sharing in Business Today

Do you think collaboration and sharing is growing in

today’s business environment?

Frequency Percent


Moderately 5 13.9

Strong 9 25.0%

Very Strong 20 55.6%

Total 36 100.0

The research also sought to find out possible solutions that can ease the implementation of

emerging ICT technologies in Kenya. The result show that 55.6% of the respondents said they

agreed very strongly that collaboration and sharing was growing in business environment,

25% said they agreed strongly, 13.9% indicated they agree moderately and 5.6% said that

they did not agree. The finding are presented on Table 4.37

Table 4.38 IT Initiative and Suggestions

Do you agree with the idea that IT initiatives and

suggestions should be left to the IT department?

Frequency Percent

No 27 75.0%

moderate 9 25.0%

Total 36 100.0

49

Again 75% of respondents said that they agreed that IT initiative and suggestions should be

left to IT department while 25% indicated that did not agree. The finding are presented on

Table 4.38

Table 4.39 Role of Employees in other Departments in Regards to ICT

Do you agree that employees in other departments have a

role in the implementation of these activities?

Frequency Percent

No 4 11.1%

moderate 10 27.8%

strong 7 19.4%


Total 36 100.0

41.7% said they agree very strongly that employees from other department should have a role

in implementation, 27.8% said that they agreed moderately 19.4% said they agreed strongly

while 11.1% indicated that they did not agree. The finding are presented on Table 4.39

Table 4.40 Returns of ICT Projects

Do you agree that ICT projects you have implemented give

immediate returns?

Frequency Percent

no 5 13.9%

moderate 26 72.2%

strong 3 8.3%

very strong 2 5.6%

Total 36 100.0

Further 72.2% of the respondents said that they moderately agree that ICT project have

immediate return, 13.9% said that they did not agree, 8.3% implied that they strongly agree

and 5.6% agreed strongly. The finding are presented on Table 4.40

Table 4.41 Returns of ICT Projects over Time

Do you agree that ICT projects you have implemented get

returns over time?

Frequency Percent

No 2 5.6%

moderate 12 33.3%

Strong 11 30.6%


Total 36 100.0

50

Also 33.3% of the respondents said that they moderately agreed that ICT project that have

been implemented get returns over time, 30.6% said they agreed strongly and very strongly

respectively and 5.6% said that they did not. The finding are presented on Table 4.41

Table 4.42 Poor ICT Implementation Results

Do you agree that businesses that have implemented ICT

projects poorly will have lower profits and productivity?

Frequency Percent


No 3 8.3%

moderate 8 22.2%

Strong 21 58.3%

very strong 2 5.6%

Total 36 100.0

The result also indicate that 58.3% of respondent said that they strongly agree that business

that have implemented ICT project poorly have lower profit and productivity, 22.2%

indicated that agreed moderately 8.3% said they did not and 5.6% said that they agreed very

strongly and 5.6% said they did not know. The finding are presented on Table 4.42

Figure 4.5 Failed ICT Project

The respondents’ results shows that 70% said that they agree that there were failed projects in

the last 5 years, while 30% indicated that did not agree. Further the table 17 below illustrates

the cause of failure of ICT project. 47% of respondent indicated the failure to be result of

employees, 30% said it was because of ICT implementers 14% said not applicable 9% said it

was senior managers. The finding are presented on figure 4.5

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Figure 4.6 Causes of failure

4.6.4 Dealing with Negative Employee Attitudes

Table 4.43 Support of Top Management

How strongly does top management support the

implementation of ICT technologies?

Frequency Percent

weak 4 11.1%

moderate 14 38.9%

strong 12 33.3%

very strong 6 16.7%

Total 36 100.0

The research findings on the possible solutions in regard to dealing with negative employee

attitudes indicate that 38.9% of the respondents said that they moderately agree on how top

management support implementation, 33.3% of respondents said they strongly agree 16.7%

said they agree very strongly and 11.1% of respondent said they expressed weak feelings. The


Table 4.44 Result of Mandatory Implementation of ICT Technology

Do you think that mandatory introduction of an emerging

ICT technology will lead to reduced acceptance by

employees?

Frequency Percent


weak 5 13.9%

moderate 10 27.8%

strong 16 44.4%

very strong 2 5.6

Total 36 100.0

52

Table 4.44 shows that b44.4% of the respondents said they agreed strongly that mandatory

introduction of emerging ICT will lead to reduced acceptance by employees while 27.8% said

that they agreed moderately 13.9% said they have weak feelings and 8.3% said they do not

know.

Table 4.45 Success Rate Dependant on Eemployee Support

If employees support the project does it mean there will be a

higher success rate?

Frequency Percent

yes 18 50.0%

no 18 50.0%

Total 36 100.0

Again 50 % of the respondents said that they agree that if employees support the project there

will be high success rate while 50% said they did not agree. The finding are presented on

Table 4.45.

Table 4.46 Presence of Forum of Expressing Employee Concerns

Does top management create a forum for expressing

employees concerns and follow up on the recommendations?

Frequency Percent

yes 32 88.9%

no 4 11.1%

Total 36 100.0

The result also indicate that 88.9% said that they agree that top management creates forum for

expressing employee concern and follow up the recommendation while 11.1% said they did

not agree. The finding are presented on Table 4.46

Table 4.47 Communication in the Company

Do you think that allowing for both top-down and bottom up

communication will foster good relationships in the company?

Frequency Percent


moderate 10 27.8%

strong 18 50.0%

very strong 6 16.7%

Total 36 100.0

53

Again 50% of the respondents said they strongly agree both top down and bottom up

communication foster good relationship in an organization while 27.8% said they agree

moderately, 16.7% said that they agree very strongly and 5.6% said they did not know. The


Table 4.48 How Important is Communication Culture in Organization

To what degree is successful implementation of new

technology highly dependent upon communication culture of

the organization?

Frequency Percent

moderate 12 33.3%

strong 7 19.4%


Total 36 100.0

Table 4.48 shows that 47.2% of the respondents said that they agree very strongly that

successful degree of implementation depend on communication culture 33.3% expressed

moderate feelings, while 19.4% said they agree strongly.

Table 4.49 Effect of Contract Breaches and Violations

Do you agree that contract breaches or violations have a

significant impact on workers feeling of loyalty and

commitment to their organization?

Frequency

Percent

No 2 5.6%

moderate 5 13.9%

strong 12 33.3%


Total 36 100.0

Table 4.49 shows that 47.2% of the respondents also said that they agreed very strongly that

contract breaches or violation have significant impact on loyalty and commitment 33.3% said

that they strongly agree 13.9% said that they moderately agree and 5.6% said they did not

agree. The findings are presented on table 4.18.

4.6.5 Dealing with Ethical Issues.

Table 4.50 Kenyan Government and Ethical Issues

Do you think the Kenyan government is concerned about

ethical issues?

Frequency Percent

No 10 27.8%

moderate 22 61.1%

strong 2 5.6%

very strong 2 5.6%

Total 36 100.0

54

The study further aimed at determining possible solution in dealing with ethical issues. The

results establish that 61.1% of the respondent said that they moderately agreed that the

government is concerned about ethical issues, 27.8% said they did not agree, 5.6% said they

agree strongly and very strongly agree respectively. The finding are presented on Table 4.50.

Table 4.51 Kenyan Civil Society and Ethical Issues

Do you think the Kenyan civil society is concerned about

ethical issues?

Frequency Percent

No 8 22.2%

moderate 5 13.9%

strong 16 44.4%

very strong 7 19.4%

Total 36 100.0

Table 4.51 shows that 44.4% of respondent said that they strongly agree that civil society is

concerned about ethical issues, 22.2% said that they did not agree, 19.4% said they agree very

strongly and 13.9% said that they agree moderately.

Table 4.52 Practical Approaches to Solving Ethical Issues

Does your company take a practical approach to solving

ethical issues?

Frequency Percent

yes 29 80.6%

no 4 11.1%


Total 36 100.0

Again 80.6% of the respondents said they agreed that their company take practical approach

to solve ethical issues, 11.1% did not while 8.3% claimed they did not know. The finding are

presented on Table 4.52

Table 4.53 Seriousness of Solving Ethical Issues

How seriously do employees in your organization take this

practical approach to solving ethical issues?

Frequency Percent


No 2 5.6%

moderate 23 63.9%

strong 6 16.7%

very strong 2 5.6%

Total 36 100.0

55

The study revealed that 63.9% of the respondents said they moderately agree that employee

take practical approach to solving ethical issues seriously, 16.7% said they strongly agree

8.3% said they did not know 5.6% said they agree very strongly and 5.6% claimed they did

not. The finding are presented on Table 4.53

Table 4.54 Company and Acknowledgement of Ethical Standards

To what extent does your company acknowledge that their

employees all have different ethical standards?

Frequency Percent

No 2 5.6%

moderate 27 75.0%

strong 2 5.6%

very strong 5 13.9%

Total 36 100.0

75% of the respondents said they moderately agree that a company acknowledge that their

employee have different ethical standards13.9% agree very strongly while 5.6% said they

agreed strongly and 5.65% said they did not. The finding are presented on Table 4.54

Table 4.55 Ethical Guidelines and ICT Policy

Does your company have a set of ethical guidelines you

expect employees to adhere to in regards to the ICT policy?

Frequency Percent

yes 31 86.1%

no 5 13.9%

Total 36 100.0

The results also show that 86.1% of the respondents said that they agree that company did

have set of ethical guideline expected to be adhered too, while 13.9% said they did not. The


Table 4.56 Relevance of Ethical Guidelines

How relevant is this set of ethical guidelines laid down by

your company for employees to follow in your view?

Frequency Percent


moderate 19 52.8%

strong 7 19.4%

very strong 5 13.9%

56

Further 52.8% of the respondents moderately agree that the set guidelines were relevant,

19.4% agree strongly 13.9% very strongly and 13.9% did not know. The finding are presented

on Table 4.56.

Table 4.57 Coping and Averting Ethical Issues

To what degree does creating awareness by managers for a

variety of issues stemming from ICT implementations

contribute to the ability to cope with and perhaps avert these

problems?

Frequency Percent


No 3 8.3%

moderate 14 38.9%

strong 12 33.3%

very strong 5 13.9%

Total 36 100.0

Another 38.9% of respondent moderately agreed to the degree managers create awareness on

variety of issues on ICT contribute to ability to cope and avert problems 33.3% agreed

strongly, 13.9% agreed very strongly and 8.3% did not agree. The finding are presented on

table 4.57.

4.7 Chapter Summary

In this chapter the researcher presented and explained the data according to the three research

questions on which the study was based. The findings were analysed and reported using

figures and tables to display the respondents’ views with regards to the emerging technologies

factors affecting there implementation and possible solutions to easen the process of

implementation of this emerging technology in organizations.

The study revealed that 100% of respondent said that they had implemented new ICT

technology of one kind or the other in the last 5 years in there various organizations. It also

revealed that most of the respondents indicated to have implemented virtualization technology

(69%) in there organizations. Further, 91.7% of the respondents indicated that they had

adopted a communication technology in last 5 years while 94.4% responded yes to the

question as to whether technology has cheapened business process.

The study’s findings also revealed that 75% of the respondents said they had remote workers

in their organizations with another 91.7% saying that they agree with the notion that remote

57

workers tend to be cost effective to a business. Again 80.5% of the respondents indicated that

there was no single metric to be used to measure success of the ICT project. Another 83.3% of

the respondents indicated that employees should be in constant learning to keep abreast with

technology and 75% said that they agree that mutual respect between employer and employee

lead to less privacy issues in an organization.

The study also indicates that 88.9% of the respondents said that they agree that top

management should creates forums for expressing employee concern and follow up the

recommendations given while 80.6% said they agreed that their company takes practical

approach to solve ethical issues,

In chapter five the researcher will discuss the findings of the study, conclusions and finally

the recommendations as per the findings based on each of the three research questions.

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CHAPTER FIVE

5.0 DISCUSSIONS, CONCLUSIONS AND RECOMMENDATIONS

5.1. Introduction

In this chapter the researcher provided a summary of the main elements of the study,

including the purpose of the study the specific objectives, methodology used and the major

findings.

This was followed by a discussion on the major findings of the study and was organized

according to the research objectives. I.e. identifying the emerging ICT technologies in Kenya

today, discussing the issues and challenges that are faced in implementation of these

technologies and finally discussed the possible solutions that can be employed to ease the

implementation of these technologies.

The researcher then presented the main conclusions drawn from the research findings and

these were reported on the basis of three objectives of the study. The chapter ends with

recommendations for the successful adaptation and implementation of emerging technologies

in organizations and suggestions for further studies based on the findings and conclusions

from this study.

5.2 Summary

The purpose of this study was to identify the common emerging ICT technologies and issues

and challenges facing the smooth implementation of those technologies. The study addressed

the following objectives;

4. Identify the Emerging ICT Technologies in Kenya Today.

5. Identify the Issues and Challenges that Are Faced in the Implementation of these

Emerging Technologies.

6. Identify Possible Solutions that Can Ease the Implementation of Emerging

Technologies in Kenya.

The study was self-administered and the population comprised of 40 population elements that

can be categorized as spread across members of the Computer Society of Kenya whose

companies were all implementing one or more emerging technology.

59

The researcher used self-administered structured questionnaires and respondents were asked

to indicate the degree of current applicability of the three research questions. The

questionnaire was in a closed format which included the use of differential scales, ranking and

checklists.

The findings of the study in regards to identifying the implementation of an emerging ICT

technology were that 100% of the respondents had at least implemented one. The study also

revealed that out of the emerging technologies singled out by the researcher Virtualization

was the most implemented technology with 69% of the respondents having implemented it

and Artificial Intelligence being the least implemented with only 16% of the respondents

having implemented it in their organizations.

Regarding the second research question relating to challenges faced when implementing new

ICT technologies the findings indicated that 88.9% of the respondents were of the opinion that

business expectations change more rapidly in today’s environment while 75% of the

respondents indicated that they agreed that ICT initiative and suggestions should be left to the

ICT department.

Findings concerning the possible solutions that can be used to ease the process of

implementing these new technologies also revealed that 61.1% of the respondents moderately

agreed that the government is concerned about ethical issues to do with ICT initiatives while

75% of the respondents moderately agreed that their companies acknowledged that employees

have different ethical standards. Another 88.9% of respondents said their companies create a

forum for expressing employee concerns and follow up on recommendations given by the

employees.

5.3 Discussion

This section provides a discussion based on the findings as outlined by the research questions.

The focus was on identifying the emerging ICT technologies, identifying challenges faced in

implementing those technologies and providing possible solutions to ease those challenges.

5.3.1 Reasons for Implementing Emerging Technologies

The study revealed that ninety two percent of the respondents had adopted a new

communication or collaboration technology that had quickened their business process while

another ninety five percent of respondents had adopted a new communication or collaboration

60

technology that had cheapened there business process. The respondents thus agreed with

Maran (2005) who noted that technology has not only made communication cheaper but has

also made it quicker by breaking down geographic boundaries and made the world more of a

global village.

According to LeBlanc and Burn (2007) the idea of teleworking was seen as an

environmentally friendly option as there is less travelling to and from work and home thus

reducing the pollution effect on the environment. The research revealed that one hundred

percent of the respondents agreed with this notion as they believed that the idea of teleworkers

is environment friendly. The study further revealed that ninety two percent of the respondents

agreed that the idea of remote workers (teleworkers) is cost effective. LeBlanc and Burn

(2007) also noted that the internet allows for the collaboration and comunication of people

over long distances in real time thus fastening the business process in a more cost effective

manner.

According to Cohen, Garibaldi and Scarpetta (2004) the benefits of an ICT project

implementation occur over time and by timing differences in the flow of benefits and costs

which cannot have a standard measure. The study indicated that eighty one percent of the

respondents did not agree with the notion that there is a single metric that can be used to

measure the success of an ICT project thereby taking the stand that Cohen, Garibaldi and

Scarpetta (2004) had taken in there book.

Ninety percent of the respondents agreed that information technology reduced human

intervention thus reducing loss due to human error. Patterson and Hennesy (2007) highlighted

that the development of information technology has reduced human intervention thus

reducing amongst other things loss due to human error and risks involved due to negligence of

timely upgrades.

White (2008) noted that information technology has reduced the extensive in running

intensive business applications/processes that result in the accumulation of unnecessarily

bulky paperwork. One hundred percent of the respondents were in agreement that the

development of ICT resulted into the reduction of unnecessary bulky paperwork.

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5.3.3 Challenges Facing Emerging ICT Technologies.

The study also revealed that eighty four percent of the respondents are of the idea that

employees should be in constant learning mode to be able to keep abreast with technology.

Brookes (2010) noted that employees across all departments of the organization have to be in

constant learning mode to enable them be conversant and be more in touch with the

technological advancements that are constantly being made in an organization.

In addition seventy five percent of the respondents are in agreement that mutual respect

between employer and employee leads to lesss privacy issues. Kozma (2007) highlighted the

fact that employees better relate to a manager who consults them rather than one who just

issues communication downwards and does not appreciate or listen to any input that the

employees have to give in.

Brooks (2010) noted that it is paramount that a business deploys proper antivirus program

software so as to protect it against these viruses, worms and trojan horses on all the the

organizations computers. Again eighty four percent of the respondents agree with brooks

indicating that having a proper anti virus system in place will protect there office network.

Heigh (2010) highlighted that all organizations should have a pro ICT policy and ethos that

will help users understand the developments that they take in regards to ICT and even more

importantly why they take place. The study also revealed that 77.8% of the respondents

agreed with this view and there organizations have an ICT policy.

The study also revealed that eighty seven percent of the respondents said that there is a forum

of feedback between the ICT team implementing the technology and employees agreeing with

Kozma (2007) who highlighted that any organization preparing to implement a new system

into its business processes should seek as much feedback as possible from all its existing

employees to create a buy in of the new ICT implementation. He added that people tend to

feel good if any new innovation that is implemented has some form of input from the

employees themselves.

62

Berleur (2010) noted that proper training of employees on why this technologies are being

implemented will help easen the implementation process by helping ease any conflict that

arise in regards to the ethical stands that employees and users of these systems may have.

Again 88.9% of the respondents agreed with him indicating that there companies organize for

training for the employees to understand why this processes are being implemented.

5.3.4 Possible Solutions to Ease the Implementation of Emerging Technologies

Mohan (2008) noted that business expectations are very dynamic and should be reviewed

every so often so that the business processes don’t get left behind by its competitors at

whatever moment in business they currently are in. He added that managers should act upon

the needs of the business at whatever level they may fall so as to avoid drops in profitability.

The study revealed that 88.9% of the respondents agree that business expectations change

more rapidly in todays environment.

The study also shows that fifty percent of the respondents believe that if employees support

the project it means there will be a higher success rate and another fifty are not for the idea.

They therefore had an equal number both agreeing and disagreeing with Vankesh (2003) who

found out that mandatory introduction of ICT tended to reduce worker acceptance and future

use of technology.

The study revealed that 88.9% of the respondents said that there companies management

create a forum for expressing employees concerns and follow up on recommendations given

by the employees. Ganster and Perrewe (2010) highlighted that user awareness and

acceptance should be spread throughout the organization before any new projects are initiated

or implemented to allow for more chances of succesful implementation of the

Brennand and Johnson (2009) noted that ethical issues that can come into play in the

implementation of emerging ICT technologies have to be addressed before they hamper the

normal business processes. Eighty one percent of the employees agreed with Brennand and

Johnson by saying there company takes a practical approach to solving ethical issues. Again

they added that governments, the civil society and the private sector world wide are now

raising issues and priorities in the context of developing an information society.

63

Another eighty seven percent of the respondents said that there organizations have a set of

ethical guidelines that they expect employees to adhere to in regards to the ICT policy. Here

they were in agreement with Berleur (2010) who noted that due to different personal, cultural,

social, economic, political and scientific issues differents contexts will raise different issues

and its the responsibility of managers to take this into consideration before the implentation of

these technologies. That agrees with the policies and guides lines set by economic bodies such

as the European Union in the process of the development and deployment of these emerging

technologies.

5.4. CONCLUSIONS

5.4.1 Types of Emerging Technologies in Kenya

The study concludes that organizations in Kenya are keeping abreast with the latest

happenings in terms of implementing new emerging technologies to help in their business

processes. They are constantly trying to improve their ICT processes so as to cheapen the cost

of doing business within the organization and thus leading to decreased expenditures and

thereafter increased revenue and profits.

Virtualization, cloud computing and information sharing technologies are the leading new

technologies being implemented according to the respondents of this study. This shows that

businesses are more concerned in sharing information amongst all company departments and

branches thus creating a central database that is important for uniformity of data in the

organizations in order to make decisions much faster.

5.4.2 Issues and Challenges Facing Implementation of Emerging ICT Technologies.

The issues and challenges facing the implementation of emerging technology need to be

addressed so as to improve the uptake of these new technologies. Also the study concluded

that the employee attitudes towards these new technologies should be managed in a much

better way. Again another conclusion was that the employees should be involved from the

early stages of planning so that they feel there input is considered when implementing this

new technologies.

64

5.4.3. Possible Solutions to Ease the Implementation of Emerging ICT Technologies.

The study concluded that communication was one of the key important factors that should be

considered when implementing a new technology. Employees feel like they need to be in the

loop and appreciate managers who do so. They feel that are part of these new technologies

and thus will not really put up a lot of defence to the projects.

Again the study resolved that businesses should consider the ethical values of the technology

and the business as well as the employees. People will expect certain norms of society to

remain the same and would deem any deviations from these norms as unacceptable. The ICT

department should make sure it conforms to this norms.

5.5 Recommendations for Further Study

5.5.1 Recommendations for Improvement.

From the study there are several improvements and enhancements that can be done in order to

ease challenges faced with the implementation of new ICT technologies by organizations in

Kenya today.

5.5.1.1 Types of Emerging ICT technologies

It is paramount that the ICT departments do proper market research before recommending and

implementing any technology as they might recommend a technology that is similar to what

they already have been implemented in their environment. For example google apps software

which is used by many of the organizations we interviewed has the power to allow for online

backup and sharing of documents. However most of these companies use other propriety

systems for backup such as Symantec and only use google apps for the mail system. In such a

situation then we see underutilization of resources that are already being paid for. The study

recommends that organizations should do strong research from various sources to ensure any

ICT resources that they have are being used are used to their maximum capability.

5.5.1.2 Issues and Challenges Facing Implementation of Emerging ICT technologies

The study brought out some of the most common issues and challenges facing the

implementation of emerging ICT technologies. This list was in no way exhaustive and thus

the ICT department should again do thorough research on what hinders proper

implementation of whatever technology they want to introduce. The researcher recommends

65

that they think outside the box as the challenges are as dynamic as the technologies and

business models and these challenges can be solved in very innovative ways.

5.5.1.3. Possible Solutions to Ease the Implementation of Emerging ICT Technologies

The research study showed some of the ways that ICT departments are trying to deal with this

challenges that affect the smooth implementation of this emerging technologies. The study

highly recommends that organizations develop a good means of communication between

senior managers and regular employees so as to create synergy between all employees in the

organization for easy ICT technology implementation. The study also recommends that all

new technologies being implemented be of reasonable ethical standards acceptable to all

concerned parties.

5.5.2 Recommendations for Further Research

While the research study set out to show the factors and challenges influencing the

implementation of emerging technologies it was in no way exhaustive. They study found that

some of this technologies and there challenges are interlinked and thus set the question as to

how they can solved together. For instance there are new technologies such as google apps

that allows for more than one function as its primary role i.e. though it is primarily used for

mail purposes it can also be used as an online backup function thus saving on costs. Thus the

study recommends that further analysis of these proprietary systems should be done to see

whether organizations should stick to the traditional individual solutions for each problem or

whether they are better off combining some of the technologies they are employing and thus

save on costs.

66

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APPENDIX 1 – COVER LETTER

SIDNEY ASHIOYA,

UNITED STATES INTERNATIONAL UNIVERSITY,

P.O. Box 52616,

NAIROBI.

Date

Dear Respondent,

I am a student at the United States International University (USIU). I am undertaking a

research on the Challenges Influencing the Implementation of Emerging ICT technologies in

Kenya today with the aim of identifying the specific challenges faced and solutions that can

be implemented to ease the process of the implementation of these new technologies.

As an Information Technology decision maker in your company you have been identified to

provide a brief input into the research work. Kindly spare a few minutes to fill in the attached

questionnaire. Your candid response will be highly appreciated.

The questionnaire will take you approximately 15 minutes to answer.

Yours Sincerely,

SIDNEY ASHIOYA

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APPENDIX 2 – QUESTIONNAIRE

GENERAL QUESTIONS

1. Gender :

□Male □Female

2. How long have you worked for your company?

□Below 1 year □1 – 3 years □4 – 5 years

□6 – 7 years □10 years and above

3. What is your present position?

□Systems Administrator □Network Administrator □Database Administrator

□IT manager □Other Department head □Managing director

TYPES OF EMERGING ICT TECHNOLOGIES THAT ARE IN KENYA TODAY.

4. Has your company implemented a new ICT technology in the last 5 years?

□ YES □ NO

5. Which technology was it related to?

□ Wireless Technologies □ Artificial Intelligence

□ Cloud Computing □ Virtualization

□ Information Sharing □ Mobile Computing

Wireless:

6. How secure do you think the data in your organization is when transmitted wirelessly?

□ I dont know □Weak □Moderate □Strong □Very Strong

7. At what level of security do you think the strategy employed by your company to secure

wirelessly transmitted data is operating at?


8. How fast does your wireless network transmit data?

□No Idea □Slow □Moderate □Fast □Very Fast

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9. Do you think wireless technology monthly charge is affordable in kenya?

□ I dont know □ Not affordable □ Affordable □ Very affordable

10. Do you think the wireless set up cost is affordable in kenya?

□ I dont know □ Not affordable □ Affordable □ Very affordable

11. At what pace does wireless technology help (quicken) your business process in the

organization?

□No Idea □Slowly □Moderately □Fast □Very Fast

12. How fast is the return on investment for implementing wireless technology in your

company?


Artificial Intelligence:

13. Have you heard of Artificial Intelligence Technology concept?

□ YES □ NO

14. Do you use Artificial Intelligence in any way in your organization?

□ YES □ NO □ I DONT KNOW

15. Do you agree that the best way to test Artificial Intelligence technology is in its usage?


16. Do you agree that Artificial Intelligence to allow for online transactions is a viable

technology in kenya today?


17. If you use Artificial Intelligence to what extent does it improve any of your core business

processes you have in your organization?

□ I dont know □Weakly □Moderately □Strongly □Very Strongly

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18. Do you think Artificial Intelligence reduces human error?


19. Do artificial intelligent mechanisms make work easier for human?


20. Do you believe that intelligent behaviour can be modelled and used by computers to solve

complex problems


21. Do you believe that by giving a computer programme sufficient processing power and by

providing it with enough intelligence one can create a computer that can literally think and

is conscious in the same way a human is consicious


Cloud Computing:

22. Have you heard of Cloud Computing Technology?

□ YES □ NO

23. Is Cloud Computing Technology in use in your organization?


24. Do you agree that Kenya is ready for Cloud Computing Technology?

□ I dont know □No □Moderately □Strongly □Very Strongly

25. How fast do you think it will take for companies in kenya to adopt the hosting of services,

hardware and platforms on the internet cloud?


26. Do you think cloud computing allows for better use of distributed resources by sharing

them amongst collegues to achieve higher throughput?


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27. Does cloud computing raise any privacy issues?


28. How important is security of data held in the cloud?

□ I dont know □Moderately Important □Important □Very Important

29. How important is reliability of the network when holding in the cloud?

□ I dont know □Moderately Important □Important □Very Important

Virtualization

30. Have you heard of virtualization?

□ YES □ NO

31. Do you use virtualization in your organization?


32. Do you agree that Kenya is ready for Virtualization?


33. Do you agree that Virtualization lowers the total cost of ownership?


34. Do you agree that Virtualization streamlines management?


35. Do you agree that isolation of each server through virtualization is important to an

organization?


36. Do you agree that the advantages of virtualization you know are better than its

disadvantages and that you can adopt this technology in your organization?


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ISSUES AND CHALLENGES THAT ARE FACED IN THE IMPLEMENTATION OF

EMERGING ICT TECHNOLOGIES.

Reasons why Business Should Adopt Emerging ICT Technologies

Globalization

37. How often do you have to deal with clients and suppliers from other countries?

□I dont know □Never □Sometimes □Regularly □Always

38. Have you adopted a new communication or collaboration technology that has has

quickened your business process in the last 5 years?

□ YES □ NO

39. Have you adopted a new communication or collaboration technology that has cheapened

your business process in the last 5 years?

□ YES □ NO

40. Does your organization have different branches in other parts of the country?

□ YES □ NO

41. Do branches in your organization share information using a central database amongst

themselves?

□ YES □ NO

42. Do you think the method of sharing information amongst the brances reduces costs?

□ YES □ NO

43. Is the method of sharing information amongst the branches fast enough to allow for real

time collaboration?

□ YES □ NO

Teleworkers

44. Does your organization have remote workers?

□ YES □ NO

45. Do you think the idea of remote workers (teleworkers) is cost effective?

□ YES □ NO

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46. Do you think the idea of remote workers (teleworkers) is environmentally friendly?

□ YES □ NO

High Return on Investment

47. Do you think implementation of virtualization technology has a high return on

investment?


48. Does your company require that any increase in investments in ICT correlate with the

increase in turnover for the company?

□ YES □ NO

49. Is there a single metric that can be used to measure the success of all ICT projects

□ YES □ NO

Reduction of Loss Due to Human Error

50. Has the development of information technology reduced human intervention thus

reducing amongst other things loss due to human error?

□ YES □ NO

51. Has the development of ICT resulted in the reduction of unnecessary bulky paperwork?

□ YES □ NO □I DONT KNOW

52. Do you agree that the loss of paper files has led to the loss in-efficieny of service delivery

in some offices?


Weaknesses of Emerging ICT Technologies in Kenya

53. Have you employed (or are planning to employ) a new ICT technology?

□YES □ NO □I DONT KNOW

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54. How long should (did) it take to employ the new ICT technology?

□1 YEAR □LESS THAN 3 YEARS □LESS THAN 5 YEARS

Unemployment and Lack of Job Security

55. Does streamlining of business process lead to downsizing in a company?

□ I dont know □Weakly □Moderately □Strongly □Very Strong

56. What impact does the Emerging ICT technology recently implemented have on your job

directly?


57. Does the Emerging ICT technology directly replace the job of you or another person in

your company


58. What is the level of acceptance of new ICT technologies by those whose jobs are directly

affected by this technology?


59. Do you agree that employees should be in constant learning mode to be able to keep

abreast with technology


60. Do you think ICT creates more jobs than it destroys?


Privacy

61. At what level does the new ICT technology interfere with the privacy of individuals’ data?


62. Does mutual respect between employer and employee lead to less privacy issues in the

workplace?

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Viruses, Worms and Trojan Horses

63. How badly can a virus attacks cripple your business?


64. Do you think having a proper anti-virus system in place will protect your network?


Employee Attitudes towards Emerging Technologies

65. What level of joy did people feel good when the new ICT technology was implemented?


66. What level of input do employees have on the type of new ICT technology being



67. What level of feedback do employees give on the type of new ICT technology being



68. How responsive are users to new ICT technology implemented by the organization?


69. Does your company have an ICT policy


70. How often is this ICT policy reviewed in your organization?

□I dont know □Never □Sometimes □Regularly □Always

71. What support does top management give to the implementation and use of new ICT

technology in the company?


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Ethical Issues and Emerging Technologies

72. How moral do you think the ICT technologies implemented by your company are to the

society?

□ I dont know □Weak □Moderate □Strong

73. Is there a forum of feedback between the ICT team implementing the technology and

employees?


74. How strong is the forum of feedback between the ICT team implementing the technology

and employees?


75. Do employees get training to understand why these processes are being implemented?


76. How relevant is this training employees get to understand why these processes are being

implemented?

□ I dont know □Weak □Moderate □Strong

POSSIBLE SOLUTIONS THAT CAN EASE THE IMPLEMENTATION OF

EMERGING ICT TECHNOLOGIES IN KENYA.

Dealing with Current Business Expectations.

77. Do business expectations change more rapidly in today’s environment?


78. Do you think collaboration and sharing is growing in today’s business environment?

□ I dont know □NO □Moderately □Strongly □Very Strongly

79. Do you agree with the idea that IT initiatives and suggestions should be left to the IT

department?

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80. Do you agree that employees in other departments have a role in the implementation of

this activities?


81. Do you agree that ICT projects you have implemented give immediate returns? or do they

come over time?


82. Do you agree that ICT projects you have implemented get returns over time?


83. Do you agree that businesses that have implemented ICT projects poorly will have lower

profits and productivity


84. Do you have a failed ICT project implementation in the last 5 years?

□ YES □ NO

85. According to you who caused the ICT project to fail?

□ Senior Management □ ICT Implementors □ Employees

Dealing with Negative Employee Attitudes

86. How strongly does top management support the implementation of ICT technologies?


87. Do you think that mandatory introduction of an emerging ICT technology will lead to

reduced acceptance by employees?


88. If employees support the project does it mean there will be a higher success rate?

□ YES □ NO

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89. Does top management create a forum for expressing employees concerns and follow up on

the recommendations?

□ YES □ NO

90. Do you think that allowing for both top-down and bottom up communication will foster

good relationships in the company


91. To what degree is successful implementation of technology is highly dependent upon

communication and the climate/culture of the organization.


92. Do you agree that contract breaches or violations have a significant impact on workers

feeling of loyalty and commitment to their organization as well as engagement with their

job?


Dealing with Ethical Issues.

93. Do you think the Kenyan government is concerened about ethical issues?


94. Do you think the Kenyan civil society is concerned about ethical issues?


95. Does your company take a practical approach to solving ethical issues?


96. How seriously do employees in your organization take this practical approach to solving

ethical issues?


97. To what extent does your company acknowledge that there employees all have different

ethical standards?

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98. Does your company have a set of ethical guidelines you expect employees to adhere to in

regards to the ICT policy?

□ YES □ NO

99. How relevant is this set of ethical guidelines layed down by your company for employees

to follow in your view?


100. To what degree does creating awareness by managers for a variety of issues stemming

from ICT implementations contribute to the ability to cope with and perhaps avert these

problems


THANKYOU FOR YOUR RESPONSES AND COOPERATION.

challenges influencing the implementation of emerging ict

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