The Role of Shared Information Systems Knowledge, Information Systems Resources, and Information System Function Performance

Abstract

Understanding the role of moderating variables is important. Researchers, academicians, and practitioners can see what is happening between two variables and find ways of addressing the changes. Promoters of the resource-based view theory assert that organizations possess heterogeneous resources with unique strategic characteristics that make them competitive. A shared understanding is required for organizations to control the resources. This paper seeks to establish the moderating role of information systems resources on the relationship between shared information systems knowledge and information system function performance. The study used interdisciplinary theories and adopted descriptive, exploratory, and cross-sectional research designs. We used data from 42 public and private universities in Kenya. Members of each university's Top management team and the IT head took part in the study. The data was modeled and analyzed using the partial least squares structural equation modeling technique. The findings of the study revealed that information system resources have a direct and significant effect on information system function performance (β= 0.820), (t=13.904), and p-value (0.000). However, shared IS knowledge has an insignificant effect on information system function performance (β= 0.025), (t = 0.336), and p-value (0.369). The findings suggest that there may be other factors influencing the relationship between shared IS knowledge and IS function performance, as IS resources do not show a moderating effect.  The study had limitations. First, the study sample included only a few university strategic leaders. A higher number of strategic leaders in the sample may provide a better representative sample of university leaders. Second, other factors, like culture, can influence the level of information sharing. Finally, the study suggests future longitudinal research to test if there are other factors and mechanisms that combine with shared IS knowledge to affect IS function performance in organizations. The findings of the study provide useful information about shared IS knowledge, IS resources and how they interact to impact IS function performance. Understanding the moderating effect of IS resources towards IS function performance and how it can help university IS strategic leaders improve the overall performance of information systems is important. Also, these findings may be useful for information technology or systems service managers and industry practitioners in appreciating practices that bring positive contributions to their information systems. The research findings are useful to policymakers and practitioners in helping them to gain better insights and understanding of the factors and changes to better exploit organizational IS resources. The findings will also help them understand what structures and mechanisms to use for a better understanding of shared IS knowledge to fully exploit resources for Optimal IS function performance. The study's findings will provide organizational leaders with the opportunity to share knowledge and understanding, as well as to develop cultural change structures for better utilization of IS resources to enhance performance.