Alobaidly, Sulaiman (2017) Information system alignment and its impact on technology transfer

411 Pages·2017·10.46 MB·English

by  Ellen Cole

Citation: Alobaidly, Sulaiman (2017) Information system alignment and its impact on
technology transfer: The case of the Kuwait Institute for Scientific Research. Doctoral thesis,
Northumbria University.
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INFORMATION SYSTEM
ALIGNMENT AND ITS IMPACT ON
TECHNOLOGY TRANSFER:
THE CASE OF THE KUWAIT
INSTITUTE FOR SCIENTIFIC
RESEARCH
S H S Y ALOBAIDLY
PhD
2017
INFORMATION SYSTEM
ALIGNMENT AND ITS IMPACT ON
TECHNOLOGY TRANSFER: THE
CASE OF THE KUWAIT INSTITUTE
FOR SCIENTIFIC RESEARCH
Sulaiman H. S. Y. Alobaidly
A thesis submitted in partial fulfilment of the
requirements of the University of Northumbria at
Newcastle for the degree of Doctor of Philosophy
Research undertaken in the Newcastle Business
School, Faculty of Business and Law
October 2017
II
Abstract
Information Systems (IS) alignment is one of the most significant areas of concern in
terms of priority for both the Information Technology and the Management fields. In
this context, many scientific research organisations face the challenge of integrating
their IS with organisational strategic objectives. This research aimed to develop a
practical model of IS strategic alignment, that can be adopted by scientific research
and development (SR&D) organisations in order to improve technology transfer
activities. The research involved a single exploratory case study of an SR&D
organisation in Kuwait, the Kuwait Institute for Scientific Research (KISR). Thirty-
seven respondents from the research management, IS management, and planning and
support groups of KISR, namely, the scientific research senior managers, IS senior
managers, and consultants, respectively, were interviewed concerning issues related
to the organisational, strategic, and IS domains. Semi-structured interviews have been
designed as a data collection method. The study has utilised certain data analysis
techniques including template analysis, coding and classification, and interpretive
analysis methods. In the analysis of the external and internal contexts, briefly,
Kuwait’s IT plan was discussed, along with the challenges, and in detail, the
description and analysis of KISR’s strategic plans. Twenty-two factors were identified
and have emerged in this study which have effects on IS alignment. The key
contributions, including a critical and comprehensive survey of IS strategy literature
has led to the identification of factors that may affect IS alignment. A conceptual
III
framework was designed to enable a better insight of the IS alignment challenges. A
practical road map was developed in this study to guide and direct SR&D
organisations in achieving IS alignment effectively and efficiently. This road map is
aimed at bridging the gap between theory and practice for organisations. The proposed
practical road map will help KISR and other SR&D organisations to achieve both
successful and feasible IS strategic alignment to enable effective technology and
knowledge transfer.
IV
Table of Contents
Abstract III
Table of Content V
List of Tables XIV
List of Figures XVI
Glossary XVIII
Acknowledgements XXI
Declaration XXII
1 Chapter 1: Introduction 1
1.1 Research Background 1
1.2 The Research Problem and Questions 3
1.3 Research Aims and Objectives 7
1.4 Brief Summary of Research Methodology 8
1.5 Contributions to Knowledge 9
1.5.1 From a Theoretical Perspective 9
1.5.2 From a Practical Perspective 12
1.6 The Significance of the Study 12
1.7 Structure of the Thesis 14
2 Chapter2: Literature Review 18
2.1 Introduction 18
2.2 Historical Development of IS Alignment Thinking 18
2.3 Defining Information Systems Alignment 21
2.4 The Different Dimensions of IS Alignment 26
2.5 Information Systems Alignment Context 28
2.5.1 Strategic Management and IS Alignment 29
V
Developing Countries and Information Systems
2.5.2 35
Alignment
Strategic Information System Planning (SISP) and
2.5.3 40
IS Alignment
2.6 IS Alignment as a Planning Process 42
Information System Alignment and Organisational
2.6.1 43
Process Re-Engineering
2.6.2 Strategic Alignment Model (SAM) 48
2.6.3 Earl’s Organisational Fit Framework (1997) 59
A Critique on the Works of King (l978) and King
2.6.4 62
and Teo (1996, 1997, 2000)
A Critique on the Work ofKarpovsky and Galliers
2.6.5 (2015):Aligning in Practice: From Current Cases 66
to a New Agenda
2.7 Critical Success Factors for IS Alignment 69
2.8 Critical Review Findings 83
2.9 Conclusion 85
3 Chapter 3: Conceptual Framework 87
3.1 Introduction 87
Methodological Approach to IS Alignment Implementation
3.2 88
and Adoption of the Conceptual Framework
3.3 The Context Dimension-The Why 93
3.3.1 Organisational Structure 95
3.3.2 Organisational Culture 97
3.3.3 Political Aspect of Organisation 105
3.4 The Content Dimension-The What 114
3.4.1 Top Management/ Chief Executive Officer (CEO) 121
Information Systems Managers/Chief Information
3.4.2 122
Officer (CIO)
The Role of Internal Consultants/Planning Team
3.4.3 123
on Information SystemAlignment
VI
3.5 The Process Dimension–The How 126
3.6 Development of the Research Conceptual Framework 127
3.7 Chapter Summary 132
4 Chapter 4: Research Methodology 133
4.1 Introduction 133
4.2 The Philosophical Paradigm for the Research 134
4.2.1 Positivist Paradigm 136
4.2.2 The Interpretivism Paradigm 140
4.2.3 Critical Paradigm 143
4.3 Deductive versus Inductive 146
Use of Qualitative Research versus Quantitative Research
4.4 148
Approach
4.5 Justification of the Selected Research Philosophy and Methods 154
4.5.1 Research Philosophy and Approach 154
4.5.2 Qualitative Methodologyand Case Study 157
4.6 Data Collection Strategies 162
4.6.1 Documentary Data 163
4.6.2 Interviews 165
4.7 Data Analysis Method 176
4.7.1 General Strategy for Data Analysis Process 177
4.7.2 Data Analysis Technique 178
4.7.3 The Priori Codes for the Qualitative Data 184
4.8 Ethical Considerations 186
4.9 Chapter Summary 189
Chapter 5: The Case ofthe Kuwait Institute for Scientific Research: an
5 190
SR&D Organisation
5.1 Introduction 190
5.2 Research & Development 191
VII
5.3 R&D Strategy 192
A Brief Historical Description of the Kuwait Institute for
5.4 195
Scientific Research (KISR)
5.4.1 An Overview about KISR 197
The Re-Establishment of the Institute’s Plan
5.4.2 201
(1976-1978)
5.4.3 The First Strategic Plan (1979-1984) 202
5.4.4 The Second Strategic Plan (1984-1989) 202
5.4.5 The Third Strategic Plan (1990-1995) 203
5.4.6 The Short-Term Plan (1991-1992) 203
5.4.7 Research Transition Plan ( 1992/1993-1994/1995) 204
5.4.8 The Fourth Strategic Plan (1995-2000) 204
5.4.9 The Fifth Strategic Plan (2000-2005) 205
5.4.10 The Sixth Strategic Plan (2005-2010) 206
5.4.11 The 7thPlan (2010-2015) 208
5.5 Description of Petroleum Research Centre at KISR 211
5.5.1 Vision and Mission for the PRC 212
5.5.2 Kuwait’s Challenges in the Area of Petroleum 212
5.5.3 Programmes to Address the Challenges 213
5.5.4 PRC Organisational Structure 214
Description of Energy and Building Research Centre (EBRC)
5.6 215
at KISR
Vision and Mission for the Energy and Building
5.6.1 216
Research Centre
Kuwait’s Challenges in the Area of Energy and
5.6.2 217
Building
5.6.3 Programmes to Address the Challenges 219
Energy and Building Research Centre
5.6.4 220
Organisational Structure
VIII
5.7 Description of Water Research Centre (WRC) at KISR 222
5.7.1 Vision and Mission for the Water Research Centre 222
Kuwait’s Challenges in the Area of Water
5.7.2 222
Resource
5.7.3 Programmes to Address the Challenges 224
5.7.4 Water Research Centre Organisational Structure 225
Description of Environment and Life Sciences Research
5.8 226
Centre (ELSRC)
5.8.1 Vision and Mission for the ELSRC 227
Kuwait’s Challenges in the Environment and Life
5.8.2 227
Sciences
2.8.3 Programmes to Address the Challenges 228
2.8.4 ELSRC Organisational Structure 230
Summary of Key Challengesfor the Core ResearchCentres at
5.9 231
KISR
5.10 IT at KISR 233
5.10.1 Technical Services Department 235
5.10.2 Information Services Department 237
5.10.3 ComputerTechnology and Communications 238
5.10.4 Systems Development Department (SDD) 239
5.11 IT Strategy2015–2020 243
5.11.1 Key Challenges 243
5.11.2 Strategic Objectives 244
Information Communication and Technology
5.11.3 245
Department
Strengthening KISR’s Information and
5.11.4 245
Communications Technology Infrastructure
5.11.5 Significant Continuous Improvement Projects 247
5.12 Chapter Summary 255
IX