Critical Success Factors Influencing the Implementation of Electronic Procurement Projects: A Case of Kenya Revenue Authority
Abstract
The purpose of the study was to evaluate critical success factors determining the implementation of electronic (E-) procurement projects in a case of Kenya Revenue Authority. The study focused on four objectives: To examine the influence of Information technology infrastructure, Staff competence, Top management support and Levels of management involvement in the implementation of E-Procurement projects. The study employed a descriptive survey. The target population was 6,900. Yamane formula was utilized to obtain the sample size of 56 respondents. Questionnaires, telephone and the use of email were employed to collect data which was analysed by descriptive and inferential model through SPSS. The results of the study showed that taking (information technology infrastructure, staff competence, top management and level of management involvement) to be constant, the implementation of E-procurement projects in Kenya Revenue Authority would be 3. 847.The increase in the information technology infrastructure by one unit leads to 1.317 growth in the implementation of E-procurement projects and it was significant variable (p= 0.000 which was < than 0.05). An increase in the staff competence by one unit increases the growth of implementation of E-procurement projects by 0.436 units holding other factors constant and was significant. In addition, top management would lead to 0.179 increases in implementation of E-procurement projects holding another factors constant. The variable was insignificant since 0.176 was more than 0.05. Further, a unit increases in the level of management involvement would lead to a 0.282 rise in implementation of E-procurement projects. The variable was significant since 0.035 was less than 0.05. All the variables were significant since their p-values were less than 0.05 except top management The study concluded that the independent variables were statistically significant predicting the dependent variable since adjusted R square was 0.606. This implied that 60.6% variations in the implementation of E-procurement projects was explained by information technology infrastructure, staff competence, top management and level of management involvement. The study also concluded top management support had a weak influence statistically, that r=0.169. This indicated that top management had a weak relationship with the implementation of E-procurement projects in Kenya Revenue Authority. The results on a test of significance indicated that top management (β=0.300, p=0.214) was insignificant at p<0.05 and 95% confidence level. The study recommended that there is need to have a soft infrastructure in all counties and located in strategic entries to boost efficiency on E-procurement. Concerning staff competence, whereas most of Kenya Revenue Authority staff are competent in handling E-procurement tasks, they need continuous refresher courses either through Kenya school of Government or KRA training school. There is a need to rethink going forward where top managers have to focus by giving support and be fully involved and not only mere participation. Further, there is a need for more motivation and direction at operation level managers indeed who are key to critical success factors for better and future enhancement on E-procurement.
Keywords: Information technology infrastructure, Staff competence, Top management support, Levels of management involvement and E-procurement implementation
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