Internal organizational factors influencing sustainable implementation of information systems: Experiences from a local government in Indonesia

By Nurdin Nurdin Rosemary Stockdale Helana Scheepers

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Outline

• Introduction• Literature review and research construct• Methodology• Results• Discussion and Conclusion

Presented at Australia Conference on Information Systems (ACIS) 05 December 2012, Deakin University, Geelong, Australia

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Definitions

• Internal Organizational Factors: “those variables that affect the organizational structure that the organization could adjust or change to suit its changing environment” (Teo, Tan, & Buk, 1997)

• Implementation: all of the events, actions, and decisions involved in putting an innovation into use (Roger, 1995)

Presented at Australia Conference on Information Systems (ACIS) 05 December 2012, Deakin University, Geelong, Australia

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IS Sustainability

• the ability to preserve / maintenance a technology over a long period (Preservation) (Laws et al, 2002)

• an activity of making information systems work over time within an organizational setting (continuous operation ) (Braa, Monteiro, Sahay, 2004)

• activities such as evaluation, system improvement, and human skills improvement (Markus & Tanis, 2000)

Presented at Australia Conference on Information Systems (ACIS) 05 December 2012, Deakin University, Geelong, Australia

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Internal Organizational Factors

Presented at Australia Conference on Information Systems (ACIS) 05 December 2012, Deakin University, Geelong, Australia

• Coordination: “a process in which agents engage in order to ensure their community acts in a coherent manner (Nwana, Lee, & Jenning, 1996, p.79). differentiation in coordination mechanisms including new vertical and horizontal coordination mechanisms, through formal and informal means, to improve actors’ task performance.

• Cooperation: “the wilful contribution of personal efforts to the completion of interdependent jobs” (Wagner, 1995, p. 152). Cooperation between internal actors and inter-organizational departments to perform work in a collaborative context, which might reduce cost, spread risk, and improve access to complementary resources.

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Internal Organizational Factors; continued

• Responsibility distribution: organizational members and groups should be assigned equal tasks and responsibility in managing project implementation. This includes determining clear tasks and responsibilities to ensure actors work on the right assigned tasks.

• Commitment: is a psychological state that holds people and organizations to a line of behaviour toward IS implementation. Organizational participants’ commitment is established by involving them in the implementation process through assigning tasks, flexible coordination and cooperation

Presented at Australia Conference on Information Systems (ACIS) 05 December 2012, Deakin University, Geelong, Australia

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Methodology

Presented at Australia Conference on Information Systems (ACIS) 05 December 2012, Deakin University, Geelong, Australia

- We use single case study - data collection from early March to end of June 2011, March 2012,

and September 2012.- 12 Participants- Interviews (Indonesian language) length between 45 minutes to 1

hour - coding broadly followed Strauss and Corbin (1990) in which the

data analysis was carried out with three iterations; open coding, axial coding and selective coding

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Case Description

• 2000 - The central government enacted President Decree No. 50 in 2000 concerning Indonesia Telematic Coordination Team (TKTI) to coordinate the development of information and communication technology (ICT) in government and private sectors

• 2001- The central government issued President Instruction No. 6/2001 concerning Indonesia’s five-year National Information Communication and Technology Action Plan to encourage the use of ICT to empower citizens, increase their welfare, reduce poverty, and eliminate the digital divide.

Presented at Australia Conference on Information Systems (ACIS) 05 December 2012, Deakin University, Geelong, Australia

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Case Description

Presented at Australia Conference on Information Systems (ACIS) 05 December 2012, Deakin University, Geelong, Australia

• 2003 – The central government launched Presidential Instruction No.3/2003 to officially adopt and implement of e-government within government institutions

• 2004 – Ministry of Information and Communication provides E-Government implementation Blue Print

• Jembrana is a Local government (regency) in Bali - 300 thousand population - lack natural resources - 90% government budget transferred by central

government - twice awarded e-government best practices

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Findings• Synergizing Through Coordination and Cooperation - Department of Internal State Affairs takes care of the server and coordinate

directly to the central office in Jakarta (Ministry of Internal State Affairs), not from the IT division. But if something happens, they do coordinate with us to discuss what exactly happens to the server then report to Jakarta (Participant E)

- Cooperation with BPPT includes training of human resources, program design and application building….. Now we have got about 78 staff who have formal education background in IT. Those human resources have supported the implementation of e-government systems within our local government (Participant A)

- Each month we hold a regular meeting where we discuss our problems encountered during tasks completion. We also discuss what applications should be implemented and how to improve current applications …… in the meeting we also get input from our friends who work at district level because they are directly confronted with the villagers and they know what should be improved (Participant I)

Presented at Australia Conference on Information Systems (ACIS) 05 December 2012, Deakin University, Geelong, Australia

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Findings; continued

Presented at Australia Conference on Information Systems (ACIS) 05 December 2012, Deakin University, Geelong, Australia

• Sharing Responsibility to Reduce the Burden - The J-Net was funded by local government and supported by districts,

villages and schools. They took responsibility for the J-Net budget implementation voluntarily. For example each district donated 60 million, villages 40 million, and schools 30 million ( 1 million rupiah is equal to US $1100) (participant A)

- If the maintenance is carried out within the SKPDs (the local government department), the cost is the responsibility of each SKPD. If the maintenance is in districts, schools and villages, they will be responsible for the cost too. We do not have a budget for that (Participant J)

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Findings; continued

• Commitment is strengthened and rewarded - My IT colleagues sometimes also feel exhausted during the day,

especially when they do the job outside of this office such as in districts. Of course they have got salary but that is not enough, for that we give more rewards. They often work from morning until late evening and they are exhausted, so we give them extra money for lunch and provide them with extra incentives (Participant A)

- We also threaten staff who work in the districts if they forget their duties to update the existing information such as on poor birth and death population data. If they fail to do their job, their salaries will be stopped until they update the information or send us the data via the network (Participant B)

Presented at Australia Conference on Information Systems (ACIS) 05 December 2012, Deakin University, Geelong, Australia

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Discussion

Presented at Australia Conference on Information Systems (ACIS) 05 December 2012, Deakin University, Geelong, Australia

• coordination and cooperation is the opportunity to share responsibilities and burdens among institutions within the local government

• promoting collaboration and partnership• Reduce burdens - Cost (e.g.: maintenances) - Human resources• stakeholders’ commitment is strengthened through

invoking feelings of involvement as responsibilities are assigned to them

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Conclusions• Practice diversity of coordination, cooperation

mechanisms, and sharing responsibility among internal institutions helps the local government to maintain their IS

• Improve participants’ commitment to sustain their IS• Relying on the top leader may be reduced.

Presented at Australia Conference on Information Systems (ACIS) 05 December 2012, Deakin University, Geelong, Australia

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