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Information systems performance in the construction sector: the role of the chief executive officer
Author(s)
Bester, Andre
Date Issued
2006
Type
Thesis
Publisher
Cape Peninsula University of Technology
Abstract
The construction industry is reputedly lethargic to adopt innovation and, in particular,
new technology. To date it has not readily embraced Information Technology (IT)
given its reluctance to recognise the many potential efficiencies and competitive
advantages afforded by this technology. Where IT in the form of Information Systems
(IS) has been introduced the likelihood of failure and/or inefficiencies is large
considering the historic inability of IS to deliver on its potential. Furthermore, this
performance of IS is arguably dependent on the role of the Chief Executive Officer in
the construction organisation.This study examines the performance of IS in the construction firms and the
role played by the CEO in that performance. The study has four main objectives;
namely: (1) to determine the role of the CEO of construction companies relative to IS
governance and performance; (2) to determine the role of the CEO of construction
companies in determining the structure of IS to strategically support the company; (3)
to examine the relationship between the CEO and Chief Information Officer (CIO)
and the impact of this relationship on the performance of IS in a construction firm;and (4) to examine the importance of information processing and knowledge
management of construction companies.To achieve these objectives, the literature on IS performance in the organisation was
reviewed; a structured self-administered questionnaire survey was conducted of a
sample of executive managers drawn from 9 construction companies; the data was
analysed; the findings discussed against the background of the literature reviewed.The key findings of this study indicate that most of CEOs of construction companies
consider IS performance as of strategic importance in their organisations with respect
to information processing and knowledge management; and acknowledge the
important role of the CIO in IS governance and information management.
Furthermore, the CEOs also acknowledge their role in organisational design, and the
structuring of IS to strategically support their companies. Drawing from the
responses of a sample of CEOs of contracting firms in the Western Cape province of
South Africa there appears to be a direct correlation between the role of the CEO and
IS governance and performance.
new technology. To date it has not readily embraced Information Technology (IT)
given its reluctance to recognise the many potential efficiencies and competitive
advantages afforded by this technology. Where IT in the form of Information Systems
(IS) has been introduced the likelihood of failure and/or inefficiencies is large
considering the historic inability of IS to deliver on its potential. Furthermore, this
performance of IS is arguably dependent on the role of the Chief Executive Officer in
the construction organisation.This study examines the performance of IS in the construction firms and the
role played by the CEO in that performance. The study has four main objectives;
namely: (1) to determine the role of the CEO of construction companies relative to IS
governance and performance; (2) to determine the role of the CEO of construction
companies in determining the structure of IS to strategically support the company; (3)
to examine the relationship between the CEO and Chief Information Officer (CIO)
and the impact of this relationship on the performance of IS in a construction firm;and (4) to examine the importance of information processing and knowledge
management of construction companies.To achieve these objectives, the literature on IS performance in the organisation was
reviewed; a structured self-administered questionnaire survey was conducted of a
sample of executive managers drawn from 9 construction companies; the data was
analysed; the findings discussed against the background of the literature reviewed.The key findings of this study indicate that most of CEOs of construction companies
consider IS performance as of strategic importance in their organisations with respect
to information processing and knowledge management; and acknowledge the
important role of the CIO in IS governance and information management.
Furthermore, the CEOs also acknowledge their role in organisational design, and the
structuring of IS to strategically support their companies. Drawing from the
responses of a sample of CEOs of contracting firms in the Western Cape province of
South Africa there appears to be a direct correlation between the role of the CEO and
IS governance and performance.
Additional information
Thesis (MTech (Information Technology))—Cape Peninsula University of Technology, 2006
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