INFORMATION TECHNOLOGY AND ORGANIZATIONAL PERFORMANCE: A CASE STUDY OF KENYA AIRPORTS AUTHORITY

Abstract

This study concentrated on the technological roles and performance of supply chain management in Kenya Airports Authority. The descriptive research design was used in the research study. The main data collection instrument was a structured questionnaire and phone interviews, which were used to collect data on various departments such as engineering, information and communication technology, human resources, procurement, corporate planning, and finance. To accomplish this, the research study limited itself to Kenya Airports Authority employees, with a target population of 240. The questionnaires were distributed online to senior managers, middle level managers, lower-level management, and non-management staff using a census sampling method Cronbach Alpha of 0.70 at 95% confidence level was used to assess the instrument's reliability. The collected data was coded for ease of analysis, and both inferential and descriptive statistics were generated using the IBM SPSS Statistics, version 23. To make inference, perform a regression analysis on the dependent variable (supply chain performance) and independent variables (accuracy, speed, operational costs, and information exchange). The study found a 0.701 positive and statistically significant relationship between technological roles and supply chain performance, which is greater than the acceptable figure of 0.05. The findings show that there is a strong correlation between the two and that they rely heavily on one another. According to the findings of the study, departmental functions are inclined to improve supply chain performance through the use of technology to the greatest extent possible. The main recommendation is for organizations, particularly those in the service industry, to invest in modern technology, staff training, and infrastructure, as this will make their work easier and allow them to meet the needs of their customers while achieving organizational goals.