Acknowledging people who will directly or indirectly benefit from a project is significant for its success. Projects whether small or large must place more weight on participation of stakeholders to build awareness, set realistic expectations, raise support, minimize resistance and ensure successful implementation and user adoption. Information and Communication Technology (ICT) projects are no different. Getting people to embrace the change and a completely new way of operations of software systems like Customer Relationship Management (CRM), has been an uphill task because of factors like failure to involve the stakeholders and improper change management. The study categorized stakeholders into three; managers, administrators and technical staff. It adopted quantitative and qualitative research approach. We found out that managers are the key decision makers who facilitate the procurement of systems; administrators are the end users while the technical team provides support and maintenance of the systems. We propose that right from problem identification, to system specification all the way to installation of software (implementation) stakeholders must be brought on board.
Baran, R. J., Galka, R. J., & Strunk, D. P. (2008). Principles of Customer Relationship Management. Cengage Learning.
Beach, S. (2009). Who or what decides how stakeholders are optimally engaged by governance networks delivering public outcomes? Australian Centre for Business Research; QUT Business School; School of Management. Retrieved May 22, 2013, from https://conference.cbs.dk/index.php/irspm/irspm2009/paper/viewFile/82/47
Burton, I., Malone, E., & Huq, S. (2005). Adaptation Policy Frameworks for Climate Change: Developing Strategies, Policies and Measures. Cambridge University Press.
Buruncuk, G., & Gülser, Z. G. (n.d.). Factors Affecting Implementation of Information Systems Success and Failure.
Editors. (1998). Engineering and Managing Software Requirements. New York: Springer.
Frow, A., & Payne, P. (2006). Customer Relationship Management: From strategy to Implementation. Journal of Marketing Management, 135–158.
Gichoya, D. (2005). Factors Affecting the Successful Implementation of ICT Projects in Government. Electronic Journal of e-Government, 3, 175–184.
Grant, G., & Anderson, G. (2002). Customer Relationship Management: A vision for Higher Education. John Wiley & Sons, Inc.
Kim, Y., Lee, Z., & Gosain, S. (2005). Impediments to successful ERP implementation process. Business Process Management Journal, 11(2), 158–170. doi:10.1108/14637150510591156
Kisilu, D., & Tromp, D. (2006). Proposal and Thesis Writing, An Introduction. Kenya: Paulines Pubications Africa.
Managing Stakeholder Engagement: Reaching Beyond The Rhetoric. (2007). GRIN Verlag.
Markus, M. L. (1983). Power, politics, and MIS implementation. Commun. ACM, 26(6), 430–444. doi:10.1145/358141.358148
Middleton, C. (1997). A Tale of Two Systems: Success and Failure in a Single Information System Implementation. York University, Schulich School of Business.
Mitchell, R. K., Agle, B. R., & Wood, D. J. (1997). Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts. The Academy of Management Review, 22(4), 853–886. doi:10.2307/259247
Mugenda, O., & Mugenda, A. (1999). Research Methods: Quantitative and Qualitative Approaches. Nairobi: African Centre for Technology Studies.
Niazi, M., Wilson, D., & Zowghi, D. (2005). A maturity model for the implementation of software process improvement: an empirical study. J. Syst. Softw., 74(2), 155–172. doi:10.1016/j.jss.2003.10.017
Otieno, J. (2010). Enterprise Resource Planning Systems Implementation and Upgrade (A Kenyan Study). Middlesex University, USA.
Ott, L. R., & Longnecker, M. T. (2010). An Introduction to Statistical Methods And Data Analysis. Cengage Learning.
Pouloudi, A. (1999). Aspects of the Stakeholder Concept and their Implications for Information Systems Development. In Proceedings of the Thirty-second Annual Hawaii International Conference on System Sciences-Volume 7 - Volume 7 (p. 7030–). Washington, DC, USA: IEEE Computer Society. Retrieved from http://dl.acm.org/citation.cfm?id=874073.876249
Sarantis, D., Smithson, S., Charalabidis, Y., & Askounis, D. (2010). A Critical Assessment of Project Management Methods with Respect to Electronic Government Implementation Challenges. Systemic Practice and Action Research, 23(4), 301–321. doi:10.1007/s11213-009-9161-9
Sevilla, J., & Shabaya, P. (2007). Implementing an Academic Management System (AMS). The case of Strathmore University. In Change and Innovation in Higher Education. Presented at the REAL 2007 Conference Blantyre, Malawi: Strathmore University Press.
Simons, H. (2009). Case Study Research in Practice. SAGE.
Copyright: © 2013 The Author(s)
Published by Human Resource Management Academic Research Society (www.hrmars.com)
This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode
