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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. This version was downloaded from Northumbria Research Link: http://nrl.northumbria.ac.uk/33883/ Northumbria University has developed Northumbria Research Link (NRL) to enable users to access the University’s research output. Copyright © and moral rights for items on NRL are retained by the individual author(s) and/or other copyright owners. Single copies of full items can be reproduced, displayed or performed, and given to third parties in any format or medium for personal research or study, educational, or not-for-profit purposes without prior permission or charge, provided the authors, title and full bibliographic details are given, as well as a hyperlink and/or URL to the original metadata page. The content must not be changed in any way. Full items must not be sold commercially in any format or medium without formal permission of the copyright holder. The full policy is available online: http://nrl.northumbria.ac.uk/policies.html 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

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ALIGNMENT AND ITS IMPACT ON. TECHNOLOGY TRANSFER: THE CASE OF THE KUWAIT. INSTITUTE FOR SCIENTIFIC. RESEARCH. S H S Y ALOBAIDLY. PhD organisations in achieving IS alignment effectively and efficiently Description of Energy and Building Research Centre (EBRC).
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411 Pages·2017·10.46 MB·English
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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. This version was downloaded from Northumbria Research Link: http://nrl.northumbria.ac.uk/33883/ Northumbria University has developed Northumbria Research Link (NRL) to enable users to access the University’s research output. Copyright © and moral rights for items on NRL are retained by the individual author(s) and/or other copyright owners. Single copies of full items can be reproduced, displayed or performed, and given to third parties in any format or medium for personal research or study, educational, or not-for-profit purposes without prior permission or charge, provided the authors, title and full bibliographic details are given, as well as a hyperlink and/or URL to the original metadata page. The content must not be changed in any way. Full items must not be sold commercially in any format or medium without formal permission of the copyright holder. The full policy is available online: http://nrl.northumbria.ac.uk/policies.html 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

Description:
ALIGNMENT AND ITS IMPACT ON. TECHNOLOGY TRANSFER: THE CASE OF THE KUWAIT. INSTITUTE FOR SCIENTIFIC. RESEARCH. S H S Y ALOBAIDLY. PhD organisations in achieving IS alignment effectively and efficiently Description of Energy and Building Research Centre (EBRC).
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