IMPACT OF INFORMATION MANAGEMENT ON

ORGANIZATIONAL OPERATION PERFORMANCE: A CASE

STUDY OF THE NIGERIAN TELECOM SECTOR.

BY
ABARI, RASHEED OLADIPUPO,
P22DLLS80240

A THESIS SUBMITTED TO THE SCHOOL OF

POSTGRADUATE STUDIES IN PARTIAL FULFILLMENT FOR
THE AWARD OF MASTER DEGREE IN INFORMATION
MANAGEMENT (MIM)

DEPARTMENT OF LIBRARY AND INFORMATION SCIENCE,

FACULTY OF EDUCATION, AHMADU BELLO UNIVERSITY
ZARIA, KADUNA STATE

January, 202
 DECLARATION

I declare that the work in this thesis titled “Impact of Information Management on Organizational

Performance, Focus on Telecommunications Companies in Nigeria” has been carried out by me in

the Department of Library and Information Science. The information derived from the literature

has been duly acknowledged in the text and a list of references provided. No part of this

dissertation was previously presented for another degree or diploma at this or any other institution.

_______________________ __________________
Signature Date

ABARI, Rasheed O.
 CERTFICATION
This thesis titled “Impact of Information Management on Organizational Performance, Focus on

Telecommunications Companies in Nigeria” by ABARI, Rasheed Oladipupo meets the regulation

governing the award of Master’s Degree in Information Management of Ahmadu Bello

University, Zaria and is approved for its contribution to knowledge and literary presentation.

_______________________ __________________
Signature Date
Professor Tijani Abu Bakr
Project Supervisor
 DEDICATION

I dedicate this project to God Almighty my creator, my strong pillar, my source of inspiration,

wisdom, knowledge and understanding. He has been the source of my strength throughout this

program. I also dedicate this work to my Wife; who has supported and encouraged me all the way

and whose encouragement has made sure that I give it all it takes to finish that which I have

started. To my children, and everyone I have learnt from. Thank you. My love for you all can

never be quantified. God bless you.

 ACKNOWLEDGEMENTS

In the name of Allah, the compassionate the merciful. All praises ever belong to him

the cherisher and nourisher of the earth and the universe. I wish to express my Profound gratitude

and appreciation to my Project supervisor, Professor Tijani Abu Bakr who took his time to guide

me through every step of the research work, despite his tight teaching and administrative

schedule.

To all my Lecturers in the Department of Library and Information Science ABU, I say a big thank

you for your effort and the knowledge you have impacted in me, all staff in the department of

Library and Information science, ABU.

Special appreciation goes to my wife Dr (Mrs) Muyibat Agbaje and my children: Abdullah,

Muhammad, and Mor’yam for their patience and prayers. I am also grateful to all my Mentor

Abdulganiy Otukogbe (PhD), who has always been my very good adviser and critic.

I will not fail to thank Ahmadu Bello University Distance Learning, for this rare opportunity to

enroll for my Master without having to be physically present in Zaria, Kaduna.

 ABSTRACT

A number of studies have made empirical evidence to manifest that information, as an essential

resource, plays a pivotal role in solving problem and decision-making processes that have a

significant effect on both the present and the future. There exists sufficient evidence to explicate

that the extent of triumph attained by an organization and its constituents is predominantly

contingent upon the efficacy with which information is administered. The aim of this research

work is to offer a extensive analysis of several significant research papers regarding the field of

information management. The out of the analysis will be a pointer to facilitate comprehension of

the current knowledge and practices, pinpoint any existing gaps, and advocate for additional

studies in the realm of information management. This study indicates that information

management is multi-disciplinary that combines skills and resources from many fields, investment

in information management has positively influenced organisational performance. The primary

impediment to information management programmes has been identified as the absence of

essential resources, including funds, human resource, infrastructure, and managerial support.

This study discloses that formulation of policies and strategies that are in line with the

organisational goals and strategies, the adoption of appropriate technologies and top

management support are necessary for effective information management. Lastly, this study has

shown that the technical aspect of information management has been over-emphasized but equal

attention has not been paid to the management aspect. It is recommended that researchers’ need

to pay attention and direct more focus in information management.

 CONTENTS

Title page …………………………………………………………………….... i

Declaration…………………………………………………………………….... ii
Certification……………………………………………………………………… iii
Dedication………………………………………………………………………… iv
Acknowledgement……………………………………………………………....... v
Abstract…………………………………………………………………………… vii
Table of Contents ………………………………………………………………... viii
List of Tables………………………………………………………………….…. xi
List of Abbreviations…………………………………………………………... xiii

CHAPTER ONE: INTRODUCTION

1.1 Background to the Study………………………………………………………………1

1.2 Statement of the Problem……………………………………………………………3
1.3 Research Questions………………………………………………………………….5

1.4 Objectives of the Study……………………………………………………………...6

1.5 Significance of the study…………………………………………………………….6
1.6 Scope of the Study…………………………………………………………………...8
1.8 Operational Definition of Terms……………………………………………………....9
References………………………………………………………………………….10

CHAPTER TWO: REVIEW OF RELATED LITERATURE

2.1 Introduction……………………………………………………………………………..11
2.2 Conceptual or theoretical framework …………………………………………………..11
2.3 Review of Related literature: of Information Management ……………………….…...15
2.4 Factors Influencing Information Management and Challenges ………………………..18
2.5 Information Management and Organisational Performance …………………………...22
2.6 Summary of the review ……………………………….………………..........................26
References …………………………………………………………………………………...28

CHAPTER THREE: RESEARCH METHODOLOGY

3.1 Introduction……………………………………………………………………....... 30
3.2 Research Methodology Adopted for the Study…………………………….………30
3.2.1 Research Design Adopted for the Study …………………………………………...30
3.3 Population of the Study……………………………………………………………...31
3.4 Sample Size and Sampling Technique………………………………………………31
3.5 Instruments for Data Collection……………………………………………….……32
3.6 Procedure for Data Collection……………………………………………………...33
3.7 Procedure for Data Analysis………………………………………………………...33
References………………………………………………………………………………......34

CHAPTER FOUR: DATA PRESENTATION, ANALYSIS AND DISCUSSION

4.1 Introduction ……………………………………………………………………………35
4.2 Response Rate………………………………………………………………………….35
4.3 Data Analysis and Discussion of finding from the research questions/objectives/variables
arranged into………………………………………………………………………………...36
References…………………………………………………………………………………...48
CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1 Introduction …………………………….………………………………………………48

5.2 Summary of the Study……………………………………………………….………….48

5.3 Summary of the Findings…………………………………………………….………….49

5.4 Contribution to Knowledge………………………………………………….….………51

5.5 Conclusion…………………………………………………………………………... …52

5.6 Limitations of the Study……………………………………………………………......54

5.7 Recommendations……………………………………………………………...……….56

5.8 Suggestion for Further Studies………………………………………………….………57

Reference……………………………………………………………………….…………...59

Appendix ……………………………………………………………………………….......61
 LISTOFABBREVIATIONS

1. ICT: Information and Communication Technology

2. IM: Information Management

3. Gross Domestic Product (GDP)

4. General Data Protection Regulation (GDPR)

5. Artificial Intelligence (AI)

6. Internet of Things (IoT)

CHAPTER ONE

INTRODUCTION

1.1 Background to the study

Organizations need an effective Information Management to thrive in the business effectively, to

ensure improved performance, delivery, competitive advantage, also to attain the organizational

objectives. Likewise, proper information management can help to improve communication,

collaboration, and productivity, while also reducing risks such as data violation and loss of high

level and strategic information. Additionally, information management can help organizations to

better analyze and leverage their data in order to gain insights and make data-driven decisions.

This study focuses on the value of effectively managing information in organizations. The concept

of information management from the resource-based view. The study proposes and validates a

scale to measure the capability of information management in an organization.

This research is conducted in the Nigeria telecommunication sectors, as a case study. The study

aims to assess the causal relation between information management capability and three measures

of organizational performance: competitive position, productivity, and customer satisfaction.

The selected industry for the study, Telecommunications, is ranked every year as one of the top

contributors to the Gross Domestic Product (GDP) in Nigeria.

We can rightly deduce that information is a basic personal and organizational need. Hence, the

success of any organization will depend on how it effectively manages and utilize information.

Complete, available, timely and relevant information is crucial for effective and efficient

managerial functions such as planning, organization, coordination, control among others.

1
It is an essential resource for the growth and development of individuals and organizations

educationally, politically, economically and socially. Information can be defined as anything,

situations, events, instances we come in contact with consciously or unconsciously that add to our

existing knowledge, understandings, experiences etc. positively or negatively (Mohammed, 2011).

The types of actions as decisions taken are largely dependent on the impressions derived from the

information at hand. Akinfoyewa (2010) regarded information as data that has been formatted and

processed to suit a particular purpose. Information can be viewed as anything that comes to mind

consciously or unconsciously.

Information has the following characteristics:

1. Relevant (It implies that the collected data should be useful and applicable to the purpose for

which it is being used).

2. Accuracy and Reliability (This implies that the content should provide correct and reliable data

which has been verified by reliable sources).

3. Timeliness (It provides evidence about when the data was collected or updated last.)

4. Completeness (It implies that all necessary details are available so that users can make well-

informed decisions.)

5. Intelligible (i.e., comprehensible by its recipients)

6. Consistent (with other sources of information).

7. Impartiality (This means making sure that the content provided is unbiased and does not

contain any personal opinions or prejudices.

2
1.1.1 Information Management

Information management entails acquiring, organizing, retrieving, disseminating, securing and

maintaining information in an organization for the attainment of the organizational aims and

objectives. Reitz (2004) defined information management as the skillful exercise of control over

the acquisition, organisation, storage, security, retrieval and dissemination of information

resources essential for successful operation of a business, agency, organisation or institution,

including documentation, record management and technical infrastructures. Wilson (2002) opined

that, Information Management is the application of management principles to the acquisition,

organisation, control, dissemination and use of information for effective operations of

organisations of all kinds. According to Wilson (2002), Reitz (2004) and Dalkir, (2005)

Information Management is made up of six components.

1. Information Generation/ Creation

2. Information Organization

3. Information Retrieval

4. Information Dissemination

5. Information Security

6. Information Utilization

Organizations derive some benefits from effective information management which include

protecting information from being stolen, damaged, lost and time consuming. It assists in

transparency and accountability in organizations and also helps in the improvement of efficiency

and productivity in such organisation.

1.1.2 In other dimension, Dalkir, (2005) asserted that, there are four kinds of benefits derived

from managing information in organizations:

3
 ➢ Reduce costs

➢ Reduce uncertainty or risks

➢ Add value to existing products or services

➢ Creating values through newly derived information-based products or services.

From this deduction, Information management could be seen, as the effective and efficient

application of knowledge, skills and techniques in generating, processing, securing, maintaining

and making readily available a complete, accurate, suitable, and timely information to members of

an organization, firm or an establishment to enable them make effective and informed decision

and mitigate uncertainty or risk, also, through value creation to the existing products or services.

1.2 Statement of the problem

Information is an essential, basic and vital resource required for the successful operations and

management of any organization. Information management in any establishment facilitates easy

access, retrieval, dissemination and utilization of information. The advent of information

technology (IT) and its other related technologies such as telecommunication media, computer

technology, internet etc. have revolutionized most of the activities of man educationally,

economically, socially, politically and the rest. This brought about rapid increase in the

availability of information, information resources and services. The resultant effect is information

overload, being one of the challenges facing organizations around the globe. Galbraith as cited in

Musa (2011) asserted that one of the main prepositions of organizational theory is that firms

process information in order to reduce uncertainty. Hence, in order to reduce uncertainty,

organizations must effectively manage information. Educational planners, administrators and

policy makers need more than ever before accurate, updated and timely information to make right

decisions. Making the right decisions give a pointer to the right course of action. However, when

4
information is poorly managed, problem-solving and decision-making processes will be

ineffective and managers may not understand why? (Daft, 1983). Mohammed (2005) is of the

opinion that information management has effect on how policy makers and managers plan and

decide on staffing, finance, services and strategic development of their establishment. Similarly,

Organization managers and administrators need adequate, accurate and reliable data and

information on Market size, customers’ behaviours, personnel and other information for effective

planning and management.

Information management capability has a positive causal relation with competitive position in

organizations. This study validates that effectively managing information contributes to a better

competitive position for organizations. Information management capability is identified as a

higher-order capability that helps in the use and exploitation of the business value of the firm's

information systems, which in turn enhances competitive position.

1.3 Research Questions

1. What are the factors influencing information management practices and the challenges faced?

2. What are the key variables that make a difference in information management behaviors of

managers in the telecommunication sectors?

3. What is the role of information management in improving organizational performance?

4. What are the policies and strategies needed to support information management programs?

5. How does information that is organized serve different purposes for the organization?

6. How does investment in information management impact the organizational performance?

5
1.4 Objectives of the Study

1. To evaluate the business value of information management and its investment benefits

2. To identify the key variables that make a difference in information management behaviors of

managers in the telecommunication sectors

3. To assess the alignment of information management strategies with the overall strategy of the

organization

4. To understand the factors influencing information management practices and the challenges

faced

5. To highlight the need for policies and strategies to regulate information management programs

and the adoption of technology as a supportive component

6. To emphasize the importance of formulating policies and strategies that are in line with

organizational goals and strategies, adopting appropriate technologies, and obtaining top

management support for effective information management

7. To make a case for further studies in the area of information management on organisational

performance.

1.5 Significance of the study

Information management is a vital resource for organizations, and the success of an organization

depends on how well information is managed. Investment in information management has a

positive impact on organizational performance.

6
The study highlights the need for policies and strategies that align with organizational goals and

objectives, adoption of relevant technologies, and top management alignment for effective

information management. It will offer information managers an opportunity to articulate and

cement information management practice in their respective units. They will be equipped with the

basic knowledge, skills and competencies required for effective Information Management within

the organisations.

This research identifies the factors influencing information management practices and the

challenges faced, providing insights for organizations to improve their information management

strategies.

The research also explores the changes in information management research over time, indicating

it evolutional nature and the influence of various disciplines on information management. The

study emphasizes the pivotal role played by information management in improving organizational

performance and highlights the need for further research in this area.

The result of this research will assist in improving the quality of information management in the

telecommunication sectors, particularly the policy makers to enable them decide on services,

policies, finance, staffing and effectively and efficiently prepare and plan for the much-needed

strategic development of their organisations. This can be through planning for future course of

action like number of restructurings, recruitment, investment, project management etc. and

materials to be procured. Indeed, it wills speed-up the decision –making process in these

organisations.

7
1.6 Scope of the Study

The study cited the example of the top 2 telecommunication companies (MTN Nigeria and Airtel

Networks Limited) in Nigeria in information management for their growth and performance over

the years as a case study.

The study focuses on reviewing major studies on information management to provide an

understanding of existing knowledge, practices, and identify gaps for further research in the area

of information management.

The study explores the relationship between information as a resource and organizational

performance, emphasizing the positive impact of information management on organizational

performance.

The study investigates the factors influencing information management practices and the

challenges faced, providing insights for organizations to improve their information management

strategies.

The study emphasizes the role of information management in improving organizational

performance and highlights the need for further research in this area.

1.7 Operational Definition of Terms

The following terms are defined as they are used in the study, they include:

Information: event, instance or impression that adds to our existing knowledge, experience,

understandings etc consciously or unconsciously, positively or negatively.

8
Information Management: means the processes used by establishments, organisations, agencies

etc in acquiring, organizing, securing, retrieving, maintaining and disseminating the right

information to the right customer.

9
References

1. In a study by Mohammed (2005), the management of information in public and business-

oriented establishments was explored. The findings were published in the Journal of the
Nigerian Institute of Management (Chattered) with a volume of 40 and issue number 1.

2. Mohammed (2011) examined the organization and retrieval of information, as well as the
availability of information resources. The results of this research were published in the
Nigerian Libraries, a journal associated with the Nigerian Library Association. The
journal's volume was 44, with issue number 1.

3. Nwagwu (1995) discussed the development and management of records in the Nigerian
education system. This topic was part of the book "Data Management in Schools and
Other Issues," which was edited by Ehiametalo, E. T. The book was published by Elupeju
Press in Bennin.

4. Akinfoyewa, A. E. (2010) presents an academic work titled "Computer-Based

Management Information System", which explores the topic of computer-based systems
used to manage information in various organizations. The author provides insights and
analysis on this subject. This publication was published in Lagos by DTG Consults.

5. Aina, I. O. (2008) contributes to the field of Information and Knowledge Management in

the Digital age with their work titled "Information and Knowledge Management in Digital
age: Concepts, Technologies, African perspectives". This book delves into the concepts
and technologies associated with managing information and knowledge in the digital era,
with a specific focus on African perspectives. The publication was released by University
press in Ibadan.

6. Daft, R.R. (1983) offers insightful analysis on the topic of organizations in their
publication titled "Organisations: theory and design". This work explores the theories and
designs of organizations, providing a comprehensive understanding of this subject. The
book was published by West Publishing Co. in Minnesota.

7. Dalkir, H. (2005) contributes to the field of Knowledge Management with their work titled
"Knowledge Management in Theory and Practice". This publication provides an in-depth
analysis of knowledge management, exploring both theoretical concepts and practical
applications. The information was retrieved on 23rd January, 2013 from
http://choo.ischool.utoronto.ca/IMfaq/.

8. Fagbohum, K. (2011) explores the topic of Advance Information Storage and Retrieval in
their academic work. This publication provides insights into the advanced techniques and
methods used for storing and retrieving information. The information was retrieved on 5th
February, 2013 from www.noun.edu.ng.

9. Fayose, P.O. (1995) presents a comprehensive work titled "School Library Resource
Centre for Educational Excellence". This publication focuses on the establishment and
management of school library resource centers to promote educational excellence. The
book was published by AENpublishers in Ibadan.
10
 CHAPTER TWO

REVIEW OF RELATED LITERATURE

2.1 Introduction
The review intended to bring out information management and its influence on organisational

performance. Several research on that have been conducted on information management and its

impact on organisational performance were reviewed. The review was based on these areas

namely. The review is based on the following areas listed below:

2.2 The Concept of Information Management

2.3 The Evolution of Information Management

2.4 Factors Influencing Information Management and Challenges

2.5 Information Management and Organisational Performance.

2.2 The Concept of Information Management

Information management refers to the process of gathering and organizing data from various

origins, and subsequently disseminating this data to individuals who the authorization clearance to

access it. (Robertson, 2005). The management that is used in this context means the organization

of and control over the framework, the processes and the delivery of information. Henczel (2000)

and Ravi (2011) posit that information management is a methodical, creative, and accountable

approach to overseeing information with the objective of generating and utilizing information that

will yield strategic contributions to the attainment of an organization’s goals and to make sure that

groups and individuals have adequate access to and make productive use of the information they

need to carry out their work and to improve themselves. The concept of information management

is postulated to encompass an incessant sequence of intimately connected endeavors, which

11
encompass the determination of informational requirements, procurement and inception of

information, scrutiny and elucidation of information, arrangement and retention of information,

accessibility and distribution of information, and utilization of information (Henczel, 2000;

Robertson, 2005; Ravi, 2011).

Identification of informational needs involves realization of the pivotal roles of information in the

achievement of organisational objectives and strategically plan for it. Maceviciute and Wilson

(2002) provide a comprehensive definition of information management that encompasses various

facets. These Incorporate the formulation and execution of information policy and strategy, the

setup and the management of data, the processing, the storage, and the delivery of information,

likewise its utilization. Ravi (2011) asserts that the efficiency of information management lies in

the amalgamation of technological advancements and intelligent procedures, leading to the

provision of economical information adherence and safeguarding of data.

This suggests using the information technology and other accessories to create, organize, store,

process and distribute information to those who have to use them to achieve the organisational

goals and objectives.

Practically, information management encompasses a wide range of structure and procedure, which

includes web content management, documentation management, archive management, digital

resource management, learning management systems, and enterprise search. These systems and

processes serve as the technical infrastructure that supports information management programs

(Reddy, Srinivasu, Rikkula, & Rao, 2009). Citing a managerial perspective, Robertson (2005)

defines information management to be the consideration of organizational, social, cultural, and

strategic influence in order to improve information within organizations. This highlights the

significance of both managerial and technical roles in an effective information management

12
program. Thus, it can be contested that information management to be a corporate responsibility

that compel the attention and adherence from top-level managers down to lower-level employees.

This is crucial to ensure the efficient and effective creation, storage, processing, and distribution

of information to support operational activities and decision-making processes within an

organization (Reddy, Srinivasu, Rikkula, & Rao, 2009).

The existing literature on information management (Henczel, 2000; Ravi, 2011; Saloojee,

Groenewald, & du Toit, 2007; Weintraub, Owens, & Jedinak, 2013) has consistently emphasized

the importance of information management in the achievement of organisational goals. The

strategic role of information management in giving a company major advantage over the

competition it faces in the local and global marketplace cannot be over emphasised. Generating

strategic information necessitates the manager's comprehensive comprehension of the entire

organization and its associations with external entities in the surroundings, including suppliers,

consumers, employees, and competitors. According to Stair and Reynolds, (2006), O' Brien and

Marakas (2008), and Laudon and Laudon, (2010), a company can succeed if it can develop

strategies to confront five competitive forces that shape the structure of its industry. The

competitive forces as proposed by Michael Porter are; competitors' rivalry, threat of new

competitors, customers' bargaining power, the availability of substitute products or services and

suppliers' bargaining power (Meriel, 2010).

It is contended that businesses have the capability to confront the challenges posed by competitive

forces through the implementation of five fundamental competitive strategies offered by

information management, which encompass cost leadership, product adaptive teaching,

innovation, expansion, and treaty (O' Brien & Marakas, 2008). According to Robek, Brown, and

Stephens (1995), information management harbors the subsequent objectives;

13
 To furnish precise, prompt, and comprehensive information to facilitate effective decision

making in the administration and operation of an organization.

To provide information and records at the most economical cost.

To render utmost service to the user of the records and

To dispose of records that are no longer necessary within the organization.

In addition to these, information management seeks to process recorded information and

disseminate it to all users in the most efficient manner possible, thereby ensuring the identification

and exploitation of the value of information to attain the utmost benefits. In order to accomplish

these objectives, information must be managed akin to all other resources. Numerous scholars,

including Henczel (2000), Saloojee, Groenewald, and du Toit (2007), Ravi (2011), Weintraub,

Owens, and Jedinak (2013) contend that the fundamental concept underlying information

management posits that, just as organizations consciously and systematically manage their other

resources such as financial and human resources, they should do likewise for their information

resources and processes. In other words, all the conventional functions of managing

organizational resources must be applied to information management as well. The said functions

of management encompass the establishment of objectives related to information, the exercise of

guidance, the formulation of policies regarding information, the allocation of suitable resources,

the instruction of personnel, and the assessment of information as well as the provision of

feedback (Robertson, 2005). Organizations are thus obligated to assume the responsibility of

ensuring that their personnel are held accountable for the task of appropriately and responsibly

acquiring, overseeing, storing, disseminating, conserving, and dispensing information. Literature

shows that information management is essential for organisation to achieve their of objectives.

14
The matters of concern revolve around the inquiry into the state of research on information

management. Is there an elevated level of academic discourse, assessment, and regulation to

guarantee the availability of high-quality information that can enhance organizational

performance? What path does research on information management take? These inquiries,

alongside others, mandated the examination of the existing literature in this field.

2.3 Evolution of Information Management

An examination conducted by Trauth (1989) He examines the origin and development of the idea

of information management with a critical review of an existing literature. The review explored

and provided definitions for information management across several dimensions, including

disciplinary perspective, management scope, societal sector, vocabulary, and goals. The study

revealed that the concept of information management emerged in three distinct sectors within the

information processing community, namely data management, records management, and data

processing management, which had limited interaction with each other. It was observed that

information should be regarded as a valuable entity that is independent of the technology used to

manipulate it. The review emphasized the importance of maintaining a global perspective on

corporate data and advocated for elevating the position of the information management officer

within the corporate hierarchy to integrate both information and information technology.

Furthermore, the review highlighted that the future success of information management hinges on

its ability to incorporate end users into its framework. The outcome of the review pointed that was

no concession from the researchers’ opinions on the meaning, discipline and dimensions of

information management, it was established that information management should be a separate

entity from information technology. The involvement of the top-level managers was also

15
considered to be very important in any effective and efficient information management

programme. Earl (1989) categorises the evolution of information management into traditional era

and technical era. The traditional era covers the period in which information was managed

manually, using human brains and hands, cabinets, papers and pen or pencils.

On the other hand, the technological era refers to the period in which information technology is

introduced into information management programs to address the inherent challenges of manual

systems. The study observed that effective information management encompasses three key

activities: planning methods, control procedures, and organizational arrangements. This

underscores the significance of management functions (planning, organizing, leading, and

controlling) in any information management program. A study conducted by Maceviciute and

Wilson (2002) examines the changes that have taken place in information management research

between 1989 and 2000. A review of some articles published on authentic journals on this subject,

in which some issue surfaced:

Empirical research in the fields of management, economics, information systems, library

and information science, organizational theory, has exercised a significant impact on

information management research.

Researchers and practitioners hold divergent views regarding the content and scope of

information management.

Information management is evolving in alignment with human factors, organizational

environment and culture, and increased attention is being given to user involvement and

satisfaction compared to the past

The investigation has successfully identified a pair of recently discovered areas of apprehension

with regards to the management of information. Specifically, these areas encompass the economic

16
aspects of information and the integration of technology. Consequently, it is imperative for

managers and practitioners to formulate policies and strategies that will guide the operations of

information management. The review furnishes substantiation to buttress the proposition that

information management is a multidisciplinary concept and underscores the pivotal significance

of management engagement. Sebina (2007) conducted an investigation into the changes that have

occurred in information management in Africa. The findings showed that a higher proportion of

African countries are making laws on the right to access information, this assumption was based

that there is a well-established information infrastructure, which is efficiently regulated to enable

the acquisition of information. By examining studies conducted in various African countries as

well as the United Kingdom, it became apparent that information management has been

overlooked in Africa. The review contends that the successful implementation of FOI legislation

necessitates the prioritization of effective information management in countries like Botswana,

Malawi, and Ghana, where the legislation has not yet been adopted. The study highlights the

importance of infrastructure (technology) and management involvement in information

management activities. Furthermore, the review reiterates the significance of information

management in achieving good governance.

Supporting the need for technology in information management, Kulcu (2009) employed a survey

methodology to evaluate the impact of technology on records management. The findings revealed

that it is essential for organizations to establish official communication channels utilizing

technology and to comply with legal and administrative requirements in relation to electronic

records management. Stamoulis, Gouscos, Georgiadia, and Martako (2001) conducted a similar

review focusing on public information management for effective e-government services. The

study aimed to examine the new philosophy and business strategy associated with public

information management. The findings indicated that the successful deployment of a digital

17
interface to provide high-quality services to customers necessitates the clear articulation of

policies and strategies to support information management programs. Two primary concerns arose

from this investigation, specifically, the necessity for guidelines and approaches to govern

information administration initiatives and the integration of technology as an enabling element of

information administration initiatives.

2.4 Factors Influencing Information Management and Challenges

The aim of this section is to present the factors that influence information management practices

and the challenges that have been uncovered through scientific investigation. In the Kuwaiti civil

service, Almutairi (2011) performed an investigation into the determinants that shape the conduct

of information management. The aim of this evaluation was to inquest the influence of personal

and professional factors on the information conduct of managers in telecom sectors. The findings

of this investigation revealed age, education, and the information system utilized as the primary

variables that impact the information management behavior of managers.

A similar study was carried out by Kahraman and Cevilecan (2011) on the intelligence decision

systems in enterprise information management in Turkey. The study identified intelligence

techniques as a new tool for information management. Intelligence techniques were defined as

systems that support decision making by gathering, analyzing, and diagnosing problems,

proposing possible causes of actions, and evaluating the proposed actions. The study emphasized

that for effective information management, it is necessary to integrate cross-functional strategies,

and investment in information management should be guided by both intelligence techniques and

business strategy and needs.

18
Kalusopa and Ngulube (2012) also examined the practices of records management in labor

organizations in Botswana. The study, which had a quantitative nature, used a survey strategy to

collect responses from 45 participants. The study acknowledges the existence of information

management practices in various organizations, but they do not meet the expected standards. The

results show that information management programs face numerous problems across all

processes, namely creating, storing, processing, and distributing. The outcome of the study

stressed the need for policies and strategies to ensure effective performance in information

management.

Tungare (2007) conducted a study on the evolution of information management practices from the

perspectives of users. The review found that the main concerns of information management

practices include information overload and information fragmentation. Information overload was

defined as a situation where the processing and demand for information from

individuals/organizations exceed their capacity, competency, and the time required for such

processing. Information fragmentation, according to the review, is a situation where data are in

different formats, stored and distributed across multiple devices and locations, and manipulated

using different applications. The review established that even though technology has facilitated

the processing of recording, creating, receiving, storing, disseminating, managing, and using

information, doing so sensibly is challenging. The amount of information generated by

individuals/organizations will only continue to increase, while organizational resources remain

constant. This presents a difficult future for information workers whose job requires them to stay

informed.

Robertson (2005) conducted research on effective information management and developed certain

principles that are crucial and considered critical success factors for information management

19
projects. The article provides an overview of the primary difficulties encountered in contemporary

organizational information management initiatives. These challenges encompass a multitude of

heterogeneous information management systems that are inadequately synchronized, an absence

of well-defined policies and guidelines governing information management programs, and a

dearth of endorsement from senior-level management; the insufficient presence of human and

physical resources necessary for effective information management is also apparent. These factors

have led to the production of information with poor quality, lacking consistency, replication of

information, and insuetude. In order to tackle some of these problems, the study puts forward the

proposition that information management programs should acknowledge the complexity of needs

and develop plans to address them. Information management projects should produce tangible and

visible advantages, and there is a requirement for the active participation of all staff members of

the organization as well as strong leadership. Lastly, information management programs should be

established based on sound policies and strategies that are derived from the overall organizational

strategy.

A study similar to this one was conducted by Iron Mountain to evaluate the benchmark for

compliance in information management and compare information management programs across

five areas of best practice. The investigation undertaken has revealed the revelation that there has

been a notable advancement in the execution of methodologies for managing information.

Nevertheless, there persist certain hindrances in the realms of regulations and protocols that

require resolution. Regarding electronic records management, the study highlights that there has

been progress in policy development, but most organizations have not been implementing these

policies. When discussing the best practices in information management, the study identifies five

main areas: policies and procedures, retention, indexing and access, privacy and disposal, and

auditing and accountability. The survey offers the following particulars regarding the evolution of

20
information management: 94% of the surveyed organizations are allocating additional resources to

information management, whereas 72% lack a strategic blueprint for managing information. It

also came to light that 80% of the organizations do have a formal policy, but only 37% indicated

that these policies are consistently applied (Ebbighausen, 2011). The findings of the survey

demonstrate that noteworthy advancements have been achieved in relation to investment and the

development of policies in the realm of information management. Nevertheless, the execution of

these policies is suboptimal, and in certain instances, there exists an absence of deliberate

strategizing in the field of information management. Maitland, Tchovakeu, and Tapia (2009)

conducted a study to investigate the barriers to coordination within organizations specifically

related to information management and technology issues. The study revealed that dealing with

information management requires a higher level of organizational change compared to

information technology. This indicates that the concerns pertaining to the management of

information are separate from those pertaining to information technology, and necessitate the

consideration and active participation of all individuals within the organization, particularly high-

ranking executives. In a study conducted by Burns, Ferris, and Liatsopoulos (2009), an evaluation

was carried out to determine the level of understanding regarding the significance of proficient

information management techniques, as well as to identify the obstacles faced by numerous

African nations with respect to this matter. The study strongly indicates that the various poverty

reduction strategies being implemented by African governments will be ineffective if they do not

include policies and strategies that address the management of government records. Using specific

examples from various African countries, the study identifies the following challenges: the

problem associated with the failure of colonial administrators to establish an appropriate scheme

for record/information management, lack of funding, outdated and inadequate infrastructure, and a

shortage of staff with appropriate training on the digital divide. The research put forth the claim

21
that in the absence of a suitable resolution to these concerns, no notable progress can be achieved

in Africa with regards to development, as efficient management of information is a fundamental

aspect of any nation's efforts towards reconstruction.

2.5 Information Management and Organisational Performance

The relationship between information as a resource and performance of organisation cannot be

over emphasised. A lot of scholars, like Schutte, Du Toit, and Esterhuizen (2012), carried out a

research work on the influence of the information management framework on the capacity to

drive innovation. The investigation enlisted the expertise of five experts in various industries and

subject theories to assess the applicability and suitability of the framework. It was observed that

organisations can use information/knowledge management tools to create innovational capacity

and growth, which may lead to high performance of organisations. Meriel (2010) utilized various

concepts, ideas, and research findings that possess practical significance for personal information

in order to assess the typical organizational patterns of individuals. The findings of this research

indicate that organized information serves three distinct purposes, namely facilitating the retrieval

of records, reminding users of pending tasks, and representing the users' comprehension of

information items and their interrelationships. Moreover, the review underscores the critical and

indispensable function fulfilled by information management in augmenting organizational

effectiveness. In a research endeavor conducted by Stewart, Coulson, and Wilson (2007) with the

objective of probing the impact of investment in information management on organizational

effectiveness, it is contended that a multitude of studies have established a noteworthy

contribution of technology investment to the expansion of production in the United States. in spite

of that, the accomplishment of profitability and productivity has not been realized as a direct end

22
result of the investment in information technology. The study contends that several factors,

including a firm's strategic advantage and innovative technology, are responsible for

organizational performance, suggesting that investment in IT has an indirect impact on

performance. In an attempt to address the question of what motivates organizations to invest in

information management, Robeck, Brown, and Stephens (1995) put forth ten reasons, including

the necessity for:

1. Reduction of operating cost in information management

2. Improve the efficiency and productivity

3. Assimilation of new records of management technologies

4. To ensure compliance to regulation

5. To minimize the legislative risk

6. To safeguard classified information

7. To support better management decision making

8. To preserve the corporate memory

9. To maintain professionalism in running the business.

Base on the study which was carried out by Stiroh (2001), there is sizeable evidence that support

the correlation between the utilization of information technology and a increase in productivity

during the late 1990s across various industries. Furthermore, Doms (2004) conducted a similar

study to examine the significant rise in IT investment during the 1990s. The findings suggest that

this increase can be attributed to the decline in prices of IT goods, rather than solely relying on the

notion that IT has the capability to enhance productivity. These findings contradict the

23
conclusions drawn by Stiroh (2001). Love and Irani (2004) conducted a study to evaluate IT

investment cost and benefit that organisations have experienced due to IT implementation. The

type of evaluation employed and the survey technique used was targeted to gather information

from over 100 construction companies, they were all categorized as small and medium scale

Enterprises (SMEs). Three principal discoveries surfaced from the examination, specifically:

distinct types of establishments allocate resources dissimilarly towards Information Technology

(IT), the size of the establishment does not impact the investment in IT, and the absence of a

strategic perspective poses as a challenge in rationalizing the investment in IT. The study

concluded that the ability of construction SMEs to compete depends, to alarge extent, on the role

of managers, tangible investment in intellectual capital, investment in ICT and strategic capacity.

A survey carried out by Information Management Solution on the facts about information

management reveals that 15% of organisational revenue is spent on creation, management and

distribution of information, 60% of employees’ time is spent on working with information, 75%

of records are still kept in paper form and 65% of workers’ time spent looking for information.

The study singled out the significance of effectively managing information as a vital asset, which

enhances the performance of an organization. This is achieved through exerting control over the

generation and expansion of information, minimizing operational expenses, enhancing efficiency

and productivity, and safeguarding classified information. in the fullness of time, these endeavors

grant organizations a competitive edge.

A study by Weintraub, Owens and Jedinak (2013) observes that the information management

landscape is wide and diverse and organisations depend on many information sources to make key

decisions. The survey indicates that only 13% of the respondents have a formal information

management strategy and 72% have improved compliance with the laws and regulations/policies.

On the benefit of information management, 87% of the respondents indicated that it has reduced

24
cost and improved efficiency and 68% said it has helped to increase revenue. It reviews suggests

that organisations should begin to develop information management strategies that have a vision

of harmonizing the different systems into a common system and this will result in

strategic/competitive advantage.

An investigation conducted by Reddy, Srinivasu, Rikkula, and Rao (2009) to look into the extent

to which Management Information Systems (MIS) have facilitated managerial decision-making.

In doing so, they also delineated the subsequent significant advantages in performance: the

attainment of effective and efficient coordination between departments, quick and reliable

referencing, access to relevant data and documents, reduction in labour cost and assisting in the

day-to-day operations of the organisation such as accounting, stock control and many others. The

result from the study indicates that MIS, which many researchers like Davis equate to information

management, helps organisations to save time, cost and labour, which eventually improve

organisational performance.

Saloojee, Groenewald, and du Toit (2007) embarked on an endeavor to assess the commercial

worth of information management and its associated advantages in terms of investment. This

investigation revealed that information management engenders an indirect business worth but

simultaneously incurs a direct business expense, thereby rendering the evaluation of information

management investment a challenging task. It was ascertained that three pivotal information

management undertakings exist, namely business objectives, implementation, and business

outcome. Ergo, the business objectives focus on the organizational goals and objectives that the

information management endeavor addresses by employing technical, business design, and

operational methods to implement said undertakings and assessing how information management

is employed to attain these objectives. The findings of this study imply that for the fruition of the

25
business value of information management and its investment benefits, information management

strategies ought to be harmonized with the overall strategy of the organization.

2.6 Summary of the review

The review suggests that the management of information has transitioned from the conventional

period, during which issues pertaining to information were manually addressed, to the

technological epoch, wherein information technology is employed. As a result, there has been an

improvement in information management activities beyond expectation. The literature review has

additionally demonstrated that information management is a multidisciplinary notion that

integrates proficiencies and assets from various domains of inquiry, encompassing economics,

management, organizational theory, information systems, library, and information science

(Maceviciute & Wilson, 2002). For best practices regarding information management, the review

stresses the need for policies and strategies that are in line with the organisational goals and

strategies, the adoption of appropriate technologies and support from the top-level management.

The review has once again revealed that the primary obstacles confronted by information

management programmes in organizations are the insufficiency of financial resources, human

capital, infrastructure, and administrative backing.

The review indicates that information management is not the same as information technology,

which may require varied investments. There are many studies that show that investment in

information technology has not yielded corresponding impact on organisational performance. It is

worth noting that Investment in information management has made a positive impact on the

performance of organizations. This impact is evident through the enhancement of efficiency,

productivity, and competitive advantage. Lastly, it is revealed from the literature that the

26
managerial aspect of information management is under researched and underexplored as opposed

to the technical aspect, which has received much attention. Therefore, it is worth advising that

researchers focus their attention on the managerial component. This is supported by several

researchers, like Trauth (1989), Robertson (2005), and Kulcu (2009), who argued that the primary

cause of failure in information management programs is often attributed to managerial issues

rather than technological factors.

27
Reference

1. Ebbighausen, H. (2011). The continuous evolution of records and information

management practices is a topic of interest. This is particularly relevant in the context of
North America, as discussed by Iron Mountain.

2. Esterhuizen, D., Schutte, C. and Du Toit, A. (2012). In their publication titled "A
knowledge management framework to grow innovation capacity maturity," the authors
propose a framework that aims to enhance the ability to innovate. This framework is
applicable in the South African context.

3. Henczel, S. (2000). The Information Audit is considered a crucial initial step towards
effective Knowledge Management. This presents a valuable opportunity for Special
Librarians, as discussed in the Worldwide Conference on Special Librarianship held in
Brighton by the Special Libraries Association (SLA).

4. Kahraman, C., Kaya, I. and Cevikcan, E. (2011). The authors explore the role of
intelligence decision systems in enterprise information management. This is discussed in
the Journal of Enterprise Information Management published by Emerald Insight.

5. Kalusopa, T. and Ngulube, P. (2012). The authors examine record management practices
in labor organizations in Botswana. This is discussed in the SA Journal of Information
Management.

6. Kulcu, O. (2008). The evolution of e-records management in e-government practices is a

topic of interest. This is discussed in the publication by Emerald Group Publishing
Limited.

7. Laudon, K. C., and Laudon, J. P. (2010). In their book titled "Management Information
Systems, Managing the Digital Firm," the authors provide insights into the management of
digital firms. This is the 11th edition of the book published by Pearson Education, Inc. in
New Jersey.

8. Maceviciute, E., and Wilson, T. D. (2002). The authors discuss the development of the
information management research area in their publication. This is published in the
Information Research journal.

9. Maitland, C., Tchovakeu, L.-M. N., and Tapia, A. H. (2009). The authors explore
information management and technology issues addressed by Humanitarian Relief
Coordination Bodies. This is discussed in the 6th International ISCRAM Conference held
in Gothemburg, Sweden.

10. Meriel, P. (2010). In their literature review on Personal Information Management, the
author provides a comprehensive overview. This review is conducted as part of the JISC-
Funded Sudamith Project at Oxford University Computing Services.

28
11. O' Brien, J. A. and Marakas, G. M. (2008). In their book titled "Introduction to
Information Systems," the authors introduce the field of information systems. This is the
14th edition of the book published by McGraw-Hill/Irwin Companies, Inc. in New York.

12. O' Brien, J. A. and Marakas, G. M. (2008) present an in-depth exploration of Information
Systems in their book titled "Introduction to Information Systems". This scholarly work,
which is now in its 14th edition, offers valuable insights into the field. The authors are
affiliated with the reputable McGraw-Hill/Irwin Companies, Inc., located at 1221 Avenue
of the Americas in New York.

13. In another scholarly article, Reddy, G. S., Srinivasu, R., Rikkula, S. R., and Rao, V. S.
(2009) delve into the topic of Management Information Systems and its role in aiding
managers in decision making within organizational contexts. Their article, titled
"Management Information Systems to help Managers for Providing decision making in an
Organisation", is featured in the esteemed International Journal of Reviews in Computing.
The article's ISSN is 2076-3336.

14. Robek, M. F., Brown, G. F., and Stephens, D. O. (1995) contribute to the field of
Information and Records Management with their book entitled "Information and Records
Management: Document-Based Information Systems". This informative work, now in its
4th edition, offers valuable insights into document-based information systems. The authors
are affiliated with the reputable Mc Graw-Hill and the book is published in New York and
Columbus.

15. Trauth, E. M. (1989). The Evolution of Information Resource Management. Information

and Management 16, 257 – 268

16. Anand, V., Manz, C. C., & Glick, W. H. (1988). An Organisational Memory Approach to
Information Managemet. Academy of Managemet Review, 23(4) , 796-800.

17. Kahraman, C., Kaya, I., and Cevikcan, E. (2011). Intelligence decision systems in
enterprise information management. Journal of Enterprese Information Management
(Emerald Insight), 24 (4), 350 – 379

18. Maceviciute, E., and Wilson, T. D. (2002). The development of the information
management research area. Information Research, 7 (3)

29
 CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Introduction

This chapter discussed the methodology employed in carrying out the study and the headings are

listed as follows:

3.2 Research Methodology adopted for the Study

3.3 Population of the Study

3.4 Sample and the Sampling Techniques Employed

3.5 Instruments for Data Collection

3.6 Procedure for Data Collection

3.7 Procedure for Data Analysis

3.2 Research Methodology adopted for the Study

Survey research method was adopted for the study. Survey research was found to be appropriate

for this study because it allows extensive gathering of data. It has been found to be easier,

convenient and flexible to use considering the nature of the study itself. It enabled the discovery

of meaning in the data collected, so that facts and events are better understood, interpreted and

explained. Sulaiman (2007) noted that survey research method deals with methods of gathering

data from usually large number of respondents who themselves represent where samples can be

gathered. He further stated that, the purpose of survey is not only the collection of data but the

discovery of meaning in the data collected, so that facts and events can be better understood,

interpreted and explain. Aina (2002) asserted that survey research is a systematic and

comprehensive collection of information that reflects the opinions, attitudes, feelings, beliefs and

30
behaviors of people on an issue. This has to do with collection of data about a target population

using the selected sample and gather the results of the findings obtained from analysis of the

sample as representative of the whole population and later generalise the results obtained from the

whole population. Sambo (2005) defined survey research as a method of research used to collect

participant responses on facts, opinions, and attitude.

3.3 Population of the Study

Population is the designated part of the universe from which a sample is drawn. It can be seen as a

group of individuals, persons, objects or items from which samples are taken for measurement in

research. The population of the study consists of the Managers and Senior Managers in MTN

Nigeria and Airtel, a questionnaire will be shared with 50 of them, and the questions will be based

on how Information Management has impacted the performance of the staffs working under them,

their departmental decisions, and the organisational performance as a whole, this will be a pointer

to what this study is trying to achieve and it will give an insight to how Information is

management, retrieved and disseminated within and outside of these 2 Telecommunications

companies, also, it will let us know the type of information that gets to different cadre of

employee according to their level in the hierarchy of the organisation.

3.3 Sample Size and Sampling Technique

Sample refers to the systematic and carefully selected representative of the population of a study.

Usually, if the population is too large for the researcher to study all the members, a small, but

carefully selected sample can be used to represent the population (Ibrahim, 2013).

31
In selecting the respondents’, purposive sampling procedure was adopted in selecting only the

staff who are at the level of Manager and Senior Manager that are fully or partly in charge of

Information Management. The choice of this sampling technique was based on the fact that, they

are directly involved in the management of information in the respective departments. This

purposive sampling will ensure that the researcher get some information from the respondents

who are an integral to the study. This comprises of: Manager Level and Senior manager level

from Telecommunication companies in Nigeria (MTN, Huawei, 9Mobile, ZTE and Airtel)

Table 3.4 Sample size of the respondents

S/N Top 5 Telecom Companies In Nigeria

1 MTN Nigeria
2 Airtel Nigeria
3 9mobile
4 ZTE
5 Huawei

3.5. Instruments for Data Collection

The questionnaire will be designed to collect data on Information Management within these 5

telecommunication companies. The questionnaire shall be divided into five (5) sections tagged

(A- E).

Section A: Contained items on Information Accessibility.

Section B: Contained items on Data Security Measures.

Section C: Contained items on Information Organisation.

Section D: Contained items on Information Storage and Retrieval.

Section E: Contained items on Dissemination of Information.

32
This questionnaire as one of the survey research techniques aimed at eliciting information on a

particular subject of research by using a form which contains a predetermined sets of questions for

individual responses. Questionnaire is more economical for reasons of time or funds and are

directly associated with survey research method. The choice of this instrument however, was

based on the reasons stated by the above scholars and also, the respondents are literate and

capable of completing the questionnaire without any approval from anybody.

3.6 Procedure for Data Collection

Before the distribution of the questionnaire, A formal meeting with colleagues and other

associates in the telecom industry was held, and insight to the internal process was gathered and

the procedure to get a permission/approval to engage their employees to participate in the survey

exercise, a letter of introduction was sent to the Human Resource department, stating the purpose

of the research and the intended result. The copies of the questionnaire were distributed to the

respondents. A period of three weeks was given to fill in the questionnaires and also two weeks to

gather the feedback from the respondents.

3.8 Procedure for Data Analysis

The data collected for the study will organized, cleansed, analysed and presented using weighted

averages and percentages.

33
Reference

LIBS 893: Course Material for the Study of Research Principles and Analysis, Program: Master's
in Information Management (MIM), Ahmadu Bello University Zaria, Nigeria

Aina, L.O. (2002) presents a compilation of Research Methodologies in Information Sciences in

Aina, L.O. (2002) (Eds) Research in Information Sciences: African Perspective. This work is
published by Stirling-Horden Publishers in Ibadan.

Asika, N. (2004) provides insights into Research Methodology in Behavioral Sciences. The book
is published by Logman Nigeria Plc in Lagos.

Awotunde, P.O. and Ogudunluwa, C.A. (2004) (eds) present a comprehensive guide on Research
Methods in Education. The book is published by Fab Anieh Nigeria Ltd. in Jos.

Habu, M. (2008) discusses The Questionnaire Method in Readings in Social Science Research:
Faculty of Social and Management Sciences. This work is published by Bayero University, Kano.

Ibrahim, U. (2013) offers Techniques for Writing and Presentation of Thesis/Dissertation: A

companion Guide for Postgraduate Students in Nigerian University System. This guide is
published by ABU Press in Zaria.

Kerlinger, F.N. (1973) delves into the Foundations of Behavioural Research. The book is
published by Holt, Rinehart and Winston in New York.

Kothari, C.R. (2004) presents the book Research Methodology: Methods and Techniques, 2nd
revised. The book is published by New Age International Publishers in New Delhi.

Osuala, E.C. (2005) introduces readers to the field of Research Methodology in the 3rd edition of
Introduction to Research Methodology. The book is published by African publishers in Ibadan.

Mbachu, O. (2010) provides a guide to Social Science Research Methods for Policy and Strategic
Studies. The book is published by Medusa Academic Publishers in Kaduna.

Mohammed, Z. (2005, July) explores the topic of The Role of Supervisors and Supervisory
Committee in Research Work. This paper was presented at a Workshop on Postgraduate Students'
Research Supervision, organized by the Postgraduate School, ABU, Zaria. (Publication Manual
pp. 21-22)

34
 CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND DISCUSSION

4.1 Introduction

The chapter was presented under the following sub-headings:

4.2 Response rate

4.3 Data Analysis, Interpretations and Discussion

4.2 Response Rate

Fifty (50) copies of questionnaire distributed to the respondents from the selected

Telecommunication companies (MTN Nigeria, Airtel Nigeria, 9Mobile, ZTE, Huawei) in Lagos

States, Nigeria, all the fifty (100%), were returned duly completed and found usable for the study.

The response rate is presented in table 4.1

Table 4.1: Distribution of the Response Rate

Questionnaire Questionnaire Return rate Percentage

Companies
Administered Retrieved (%) Contribution (%)
9Mobile 3 3 100 6
Airtel Nigeria 19 19 100 38
Huawei Technologies 12 12 100 24
MTN Nigeria 12 12 100 24
ZTE 4 4 100 8
Total 50 50 100

Percentage Contribution (%)

ZTE 8

MTN Nigeria 24

Huawei Technologies 24

Airtel Nigeria 38

9Mobile 6

0 5 10 15 20 25 30 35 40

35
4.3 Data Analysis, Interpretations and Discussion

This section analysed and interpreted the data collected in relation to the research questions raised

in the study, note that this study is determined to look at how information is managed within these

companies holistically, it is not benchmarking the performance of these companies due to internal

information management policy with third party and findings is discussed as follows:

Table 4.3.1: Response on Information Accessibility

Strongly Strongly
Information Accessibility Agree Neutral Disagree
agree disagree
Agree that information within your
organization is easily accessible when 23(46.0) 22(44.0) 2(4.0) 2(4.0) 1(2.0)
needed
Agree that information is easily shared
among different departments within your 17(34.0) 28(56.0) 4(8.0) 1(2.0) 0(0.0)
organization
Agree that the management of information
19(38.0) 25(50.0) 5(50.0) 1(2.0) 0(0.0)
within your organization is organized
Agree with the range of information
formats available meet your work-related 18(36.0) 30(60.0) 2(4.0) 0(0.0) 0(0.0)
needs
Agree that it is easy to access necessary
information while working remotely or 19(38.0) 26(52.0) 5(10.0) 0(0.0) 0(0.0)
outside the office
Agree that the information systems and
tools provided for accessing data and 23(46.0) 24(48.0) 3(6.0) 0(0.0) 0(0.0)
documents is user-friendly
Agree with the accessibility of archived or
historical information within your 16(32.0) 29(58.0) 3(6.0) 2(4.0) 0(0.0)
organization's repositories
Agree with the satisfaction level regarding
the support services provided for accessing 15(30.0) 29(58.0) 3(6.0) 3(6.0) 0(0.0)
information when needed
Agree that it is easy to find and navigate
through different information repositories 15(3.0) 29(58.0) 4(8.0) 2(4.0) 0(0.0)
or databases to locate specific data

36
Figure 1: Overall Information Accessibility

This study undertakes an examination of the impact of information accessibility on organizational

performance, with a specific focus on telecom companies as a case study. The research

investigates the manner in which the accessibility of information influences various facets of

organizational performance within the telecom sector. The analysis of case studies, the study

delves into the impact of information accessibility on performance indicators By scrutinizing the

intricate connections between strategies aimed at enhancing information accessibility and metrics

of organizational performance, the research yields insights into the strategic imperative of

ensuring convenient access to information within the telecom industry. Furthermore, the study

offers pragmatic recommendations aimed at augmenting information accessibility and optimizing

organizational performance within telecom companies.

The responses from the survey shows that Information accessibility within these top 5

telecommunication companies shows that 84% samples were good, meaning the information

37
accessibility to staffs is managed in such a way to easy staff daily routine and consequently

improve their performance.

The results of this survey shows that Information accessibility within these various companies

promotes collaboration among team members, departments, and even across different locations

(Offsite or Onsite). Also, it shows that can improve the team work leading to better outcomes and

higher performance.

Well-informed staff can provide better customer service. When employees have easy access to

customer data and product information, they can address customer inquiries and concerns more

effectively, leading to higher customer satisfaction and loyalty.

Table 4.3.2: Response on information data security

Strongly Strongly
Information On Data Security Agree Neutral Disagree
agree disagree
Agree that your organization has implemented
33(66.0) 13(26.0) 4(8.0) 0(0.0) 0(0.0)
sufficient measures to ensure Date security
Agree to the value of data security measures
28(56.0) 19(38.0) 2(4.0) 1(2.0) 0(0.0)
the implemented within your organization
Agree with the familiarity with the
organization's data security policies and 24(48.0) 19(38.0) 6(12.0) 1(2.0) 0(0.0)
protocols
Agree with the vulnerability of your
organization's data to potential security 8(16.0) 15(30.0) 6(12.0) 7(14.0) 14(28.0)
breaches or cyber threats
Agree with the trust and the effectiveness of
the encryption methods used to protect 8(16.0) 3(6.0) 1(2.0) 11(22.0) 27(54.0)
sensitive data
Agree with the reliability of the access control
mechanisms in place to restrict unauthorized 25(50.0) 24(48.0) 1(2.0) 00.0) 0(0.0)
access to data
Agree with the level of employees' compliance
24(48.0) 23(46.0) 3(6.0) 0(0.0) 0(0.0)
with data security protocols and guidelines
Agree that adequate security training is
27(54.0) 18(36.0) 3(6.0) 2(4.0) 0(0.0)
provided to staffs in preventing data breaches

38
 Agree that the organization's investment in
enhancing and maintaining the infrastructure 19(38.0) 28(56.0) 3(6.0) 0(0.0) 0(0.0)
for data security meet the industry standard
Agree that the organization is dedicated to
26(52.0) 22(44.0) 1(2.0) 1(2.0) 0(0.0)
continually improving data security measures

Figure 2: Overall data Security Measures:

This study investigates the ramifications of data security on information management within the

context of 5 Nigerian telecom companies. The research delves into the multifaceted dimensions of

data security and its implications for organizational performance, regulatory compliance,

customer trust, and competitive advantage. Drawing on theoretical frameworks and empirical

evidence, the study offers insights into the strategic significance of robust data security measures

in safeguarding sensitive information, ensuring operational continuity, and fostering innovation

and growth. Through a comprehensive analysis of relevant literature and a case study

methodology, the research provides a nuanced understanding of the interplay between data

39
security and information management, elucidating its implications for the Nigerian telecom

industry and offering practical recommendations for stakeholders.

A strong foundation of data security enables telecom companies to innovate and explore new

business opportunities with confidence. By protecting sensitive information, these companies can

pursue data-driven initiatives, expand their service offerings, and drive business growth. Investing

in data security may initially incur expenses, but it can lead to long-term cost savings by

mitigating the financial impact of data breaches, including legal fees, regulatory fines, remediation

costs, and loss of revenue. Telecom companies that prioritize data security can gain a competitive

advantage by differentiating themselves as trustworthy service providers. Customers are more

likely to choose telecom companies with a reputation for protecting their data over those with a

history of security incidents. Effective data security measures enhance customer trust by

safeguarding their personal information, leading to a positive reputation for the telecom company.

Data breaches can severely damage trust and reputation, resulting in customer attrition and

negative publicity. The Nigerian telecom companies are subject to data protection regulations

such as the Nigeria Data Protection Regulation (NDPR). Ensuring data security is crucial for

compliance with these regulations, avoiding legal penalties, and maintaining the company's

license to operate.

Table 4.3.83: Response on Information Organisation

Strongly Strongly
Information Organisation. Agree Neutral Disagree
agree disagree
Agree that the organization of information across
different departments or systems within your 20(40.0) 22(44.0) 6(12.0) 2(4.0) 0(0.0)
organization is consistent
Agree to understand the structure and
classification of information within your 15(30.0) 29(58.0) 4(8.0) 2(8.0) 0(0.0)
organization systems

40
 Agree that the classification systems or
categorization used for organizing information is 19(38.0) 26(52.0) 5(10.0) 0(0.0) 0(0.0)
user-friendly
Agree that the categorization of information
14(28.0) 32(64.0) 3(6.0) 1(2.0) 0(0.0)
aligns with your work requirements and needs
Agree with the efficiency of the information
search process within your organization's systems 15(30.0) 30(60.0) 4(8.0) 1(2.0) 0(0.0)
or databases
think the user perspectives and needs are
21(42.0) 24(48.0) 4(8.0) 1(2.0) 0(0.0)
considered in the organization of information
Agree that the current information organization
aligns with the organization's overall goals and 18(36.0) 28(56.0) 4(8.0) 0(0.0) 0(0.0)
objectives
Agree with the methods available for retrieving
20(40.0) 24(48.0) 6(12.0) 0(0.0) 0(0.0)
and accessing information within the organization

Figure 3: Overall Information Organization

This study examines the influence of information organization on information management within

Nigerian telecom companies. The investigation explores the intricacies of information

organization practices and their implications for organizational efficiency, decision-making

processes, and overall performance. A case study analysis, the research delineates the role of

41
effective information organization in enhancing access, retrieval, and utilization of data assets

within the telecom industry context. Furthermore, the study investigates the challenges and

opportunities associated with information organization strategies, considering factors such as

technological advancements, organizational culture, and regulatory requirements. By synthesizing

theoretical insights with empirical evidence, the research offers valuable insights into the strategic

importance of information organization for Nigerian telecom companies.

Telecom companies deal with vast amounts of data from various sources, including customer

transactions, network operations, and market research. Managing and organizing this data can be

challenging due to its volume, diversity, and complexity. Information silos within telecom

companies can hinder effective information organization. When data is stored in separate systems

or departments without integration, it can lead to duplication, inconsistency, and inefficiency in

data management processes. Legacy systems and outdated technology infrastructure may limit the

capabilities of information organization efforts. Integrating new technologies and upgrading

existing systems can be costly and time-consuming, posing challenges to effective information

management. Resistance to change within the organization can impede efforts to implement new

information organization strategies. Employees may be reluctant to adopt new processes or tools,

affecting the success of information management initiatives. Un-organized information is

susceptible to security threats such as data breaches, unauthorized access, and cyber-attacks.

Protecting sensitive information from security vulnerabilities requires robust security measures

and ongoing vigilance.

42
Table 4: Response on Information Storage and Retrieval

Strongly Strongly
Information Storage and Retrieval Agree Neutral Disagree
agree disagree
Agree with the efficiency of the file naming
conventions used for storing information 19(38.0) 25(50.0) 5(10.0) 1(2.0) 0(0.0)
within your organization systems
Agree that the speed at which you can
retrieve necessary information from your 21(42.0) 19(38.0) 9(18.0) 1(2.0) 0(0.0)
organization systems is good
Agree with the effectiveness of the search
filters and tagging systems for locating 17(34.0) 27(54.0) 5(10.0) 1(2.0) 0(0.0)
specific information
Agree that the instructions or guidelines
provided for retrieving information from 22(44.0) 24(48.0) 4(8.0) 0(0.0) 0(0.0)
your organization systems clear enough
Agree that the overall user experience when
retrieving information meet the industry 27(54.0) 20(40.0) 3(6.0) 0(0.0) 0(0.0)
standard
The information stored in the organization
systems is not from unauthorized access or 19(38.0) 26(52.0) 4(8.0) 1(2.0) 0(0.0)
breaches?
Agree that the support services provided
when encountering difficulties in retrieving 17(34.0) 32(64.0) 1(2.0) 0(0.0) 0(0.0)
data or documents is satisfactory

Figure 4: Overall Information Storage and Retrieval

43
The research explores the strategies, challenges, and outcomes associated with storing and

retrieving information effectively within telecom companies. Drawing on theoretical frameworks

and empirical evidence, the study examines the role of information storage infrastructure, retrieval

systems, and organizational culture in shaping performance metrics such as operational efficiency,

decision-making processes, and customer satisfaction. Through a comprehensive analysis of

literature and a detailed case study methodology, the research offers insights into the unique

contextual factors influencing information management practices in the Nigerian telecom

industry. Furthermore, the study provides practical recommendations for enhancing information

storage and retrieval capabilities to optimize organizational performance and competitiveness in

the dynamic telecom market. Centralized information storage facilitates knowledge sharing and

collaboration among employees, fostering a culture of innovation within telecom companies.

When employees can easily access past projects, research findings, and industry insights, they are

better equipped to develop innovative products, services, and solutions. Moreover, agile

information retrieval enables telecom companies to adapt quickly to market changes and emerging

trends, staying ahead of competitors in a dynamic industry landscape. Proper information storage

practices ensure compliance with data protection regulations and mitigate the risk of security

breaches. Telecom companies must adhere to regulatory requirements governing the storage and

protection of sensitive customer data. By implementing secure storage systems and robust access

controls, companies can safeguard confidential information and avoid potential legal and

reputational consequences. Effective information storage and retrieval are integral components of

information management in Nigerian telecom companies. By optimizing these processes, telecom

companies can enhance operational efficiency, support informed decision-making, improve

customer satisfaction, foster innovation, and mitigate risks, ultimately driving organizational

performance and competitiveness in the telecom industry.

44
Table 5: Response Information Dissemination

Strongly Strongly
Information Dissemination Agree Neutral Disagree
agree disagree
Agree with the effectiveness of the
communication channels used for
18(36.0) 26(52.0) 6(12.0) 0(0.0) 0(0.0)
disseminating information within your
organization
Agree with the clarity of the policies or
guidelines provided for disseminating 24(48.0) 21(42.0) 5(10.0) 0(0.0) 0(0.0)
information to employees
Agree with the frequency and timeliness of
information updates provided by the 15(30.0) 31(62.0) 4(8.0) 0(0.0) 0(0.0)
organization
Agree that the information disseminated
aligns with your work responsibilities and 22(44.0) 21(42.0) 6(12.0) 1(2.0) 0(0.0)
interests
Agree with the ease of access to
information shared by different 19(38.0) 26(52.0) 4(8.0) 0(0.0) 1(2.0)
departments within the organization
Agree with the effectiveness of the internal
communication channels in disseminating 24(4.8) 22(44.0) 4(8.0) 0(0.0) 0(0.0)
information
Agree with the accuracy and reliability of
information disseminated by the 19(38.0) 24(48.0) 7(14.0) 0(0.0) 0(0.0)
organization
Agree that the dissemination of
information regarding its policies, 19(38.0) 24(48.0) 7(14.0) 0(0.0) 0(0.0)
decisions, and updates is transparent
Agree with the clarity and
comprehensiveness of information 15(30.0) 28(56.0) 7(14.0) 0(0.0) 0(0.0)
disseminated by the organization
Agree that the disseminated information is
relevant and beneficial across different 26(52.0) 18(36.0) 6(12.0) 0(0.0) 0(0.0)
departments

45
Figure 5: Overall Information Dissemination

This study delves into the correlation between information dissemination practices and

organizational performance within the telecommunications sector, adopting a scholarly and

contextual lens. Employing qualitative methodologies, particularly case study analysis, the

research explores the nuanced impacts of effective information dissemination on diverse aspects

of organizational performance in telecom companies. Drawing upon established theoretical

frameworks and empirical observations, the investigation scrutinizes how information

dissemination influences critical dimensions such as customer service excellence, operational

efficiency, innovation and adaptability, employee engagement and satisfaction, regulatory

adherence, risk mitigation, and stakeholder relationships. By scrutinizing the intricate interplay

between strategies of information dissemination and key metrics of organizational performance,

this study offers valuable insights into the strategic significance of transparent communication

46
mechanisms and timely information diffusion within the telecom industry. Furthermore, it

furnishes pragmatic recommendations aimed at optimizing information dissemination strategies to

bolster overall organizational performance. Streamlined communication channels and efficient

dissemination of information among employees optimize operational processes within telecom

companies. When employees have access to the latest updates, protocols, and procedures, they can

perform their tasks more efficiently, leading to cost savings and improved productivity. Reduced

communication barriers contribute to smoother workflows and faster decision-making processes.

Transparent communication and open information dissemination channels promote employee

engagement and satisfaction. When employees feel informed and involved in company initiatives,

they are more likely to be motivated, committed, and loyal. Engaged employees contribute

positively to organizational performance by being more productive, innovative, and customer-

focused. Information dissemination extends beyond internal stakeholders to external partners,

suppliers, and regulators. Transparent communication and timely updates foster trust and

collaboration among stakeholders, enhancing the company's reputation and credibility. Strong

stakeholder relations positively impact organizational performance by facilitating partnerships,

investment opportunities, and regulatory support.

47
Reference

1. Riemer, K., & Johnston, R. (Eds.). (2017). "Telecommunications Strategy: Cases, Theory, and
Applications". Springer.

2. Mukhtar, M. (2019). "Information and Communication Technology (ICT) in

Telecommunication Industry: A Study on Its Impact on Employee Performance in
Telecommunication Sector of Pakistan". Global Journal of Management and Business Research.

3. Razmi, J., Nematbakhsh, M. A., & Barzegar, M. A. (2021). "The Impact of Information
Technology (IT) on the Performance of Telecommunication Companies in Iran: The Mediating
Role of Knowledge Management (KM)". Journal of Global Entrepreneurship Research, 11(1), 1-
16.

4. Ye, Q., Liu, Y., & Huang, W. (2020). "Big Data Analytics and Firm Performance: A Case
Study of the Telecommunications Industry in China". Journal of Computer Information Systems,
60(4), 356-366.

5. Hassan, A., Aborujilah, A., & Mutar, M. (2020). "The Impact of Knowledge Management
Systems on the Performance of Telecommunication Companies in Jordan: The Mediating Role of
Organizational Innovation". International Journal of Knowledge Management (IJKM), 16(3), 51-
67.

6. Gupta, S., & Sethi, A. (2019). "The Role of Information Technology in Enhancing Customer
Experience in Telecommunication Industry: A Study of Airtel and Vodafone in Delhi/NCR
Region". Journal of Business and Retail Management Research, 13(3).

48
CHAPTER FIVE

SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATION

5.1 Introduction

This chapter presents the summary of the study and summary of the major findings, conclusion

and recommendations for the study.

5.2 Summary of the Study

Objective:

The study aims to investigate the role of information management practices in enhancing

organizational performance within telecom companies. It examines various aspects of information

management, including data security, organization, storage, retrieval, dissemination, and

accessibility, and their impact on key performance indicators such as operational efficiency,

decision-making processes, customer satisfaction, innovation, and competitive advantage.

Methodology:

The study employs a mixed-methods approach, incorporating qualitative and quantitative

methodologies. Qualitative methods include literature review, case study analysis, and theoretical

frameworks, while quantitative methods involve surveying and data analysis. The research

methodology enables a comprehensive examination of information management practices and

their implications for organizational performance within the telecom industry.

49
Findings:

1. Effective data security measures are crucial for safeguarding sensitive information and ensuring

regulatory compliance within telecom companies.

2. Well-organized information facilitates efficient retrieval, enhances decision-making processes,

and fosters collaboration among employees.

3. Streamlined storage and retrieval systems optimize operational efficiency and support informed

decision-making.

4. Transparent communication channels and timely dissemination of information contribute to

customer satisfaction, innovation, and stakeholder relations.

5. Ensuring convenient access to information is essential for empowering employees, driving

collaboration, and promoting organizational learning.

5.3 Summary of the major Findings

1: Impact of Information Accessibility on Organizational Performance (Telecom

Companies)

a: Information accessibility significantly influences various dimensions of organizational

performance, including operational efficiency, decision-making processes, customer satisfaction,

innovation, and competitive advantage within telecom companies.

b: Ensuring convenient access to information is essential for enhancing organizational

performance and maintaining competitiveness in the telecom industry.

50
2. Impact of Data Security on Information Management (Nigeria Telecom Companies):

a: Effective data security measures are crucial for safeguarding sensitive information and ensuring

regulatory compliance within Nigerian telecom companies.

b: Robust data security enhances customer trust, operational continuity, and competitive

advantage while mitigating risks associated with data breaches.

3. Impact of Information Organization on Information Management (Nigeria Telecom

Companies):

a: Well-organized information facilitates efficient retrieval, enhances decision-making processes,

and fosters collaboration among employees within Nigerian telecom companies.

b: Challenges such as data volume, technological constraints, and organizational resistance may

impede effective information organization strategies.

4. Impact of Information Storage and Retrieval on Organizational Performance (Nigeria

Telecom Companies):

a: Efficient storage and retrieval of information optimize operational efficiency, support informed

decision-making, and enhance customer satisfaction within Nigerian telecom companies.

b: Challenges such as data silos, technological constraints, and security risks must be addressed to

maximize the benefits of information storage and retrieval.

5. Impact of Information Dissemination on Organizational Performance (Telecom

Companies):

51
a: Effective information dissemination contributes to customer service excellence, operational

efficiency, innovation, employee engagement, regulatory compliance, risk management, and

stakeholder relations within telecom companies.

b: Transparent communication channels and timely dissemination of information are critical for

optimizing organizational performance.

5.4 Contribution to knowledge

The contribution of this study to knowledge lies in its comprehensive examination of information

management practices within telecom companies and their impact on organizational performance.

By synthesizing insights from various aspects such as data security, organization, storage,

retrieval, dissemination, and accessibility, the study offers valuable contributions to both theory

and practice in the following ways:

1. Theoretical Insights: The study advances theoretical understanding of information

management dynamics within the telecom sector by drawing on established frameworks and

empirical evidence. It contributes to existing literature by elucidating the interrelationships

between information management practices and organizational performance, thus enriching

theoretical models and frameworks in the field.

2. Practical Implications: The findings of the study provide actionable insights for telecom

companies seeking to optimize their information management practices. By identifying key areas

for improvement and offering practical recommendations, the study equips practitioners with

valuable guidance for enhancing operational efficiency, customer service, innovation, and

regulatory compliance.

52
3. Decision-Making Support: The study offers decision-makers within telecom companies with

evidence-based insights to inform strategic decision-making processes. By highlighting the

importance of effective information management in driving organizational performance, the study

empowers decision-makers to allocate resources, prioritize initiatives, and implement targeted

interventions that align with organizational goals and objectives.

4. Industry Relevance: Given the dynamic and competitive nature of the telecom industry, the

study's findings have significant relevance for industry stakeholders, including telecom

companies, regulators, policymakers, and consumers. By addressing pressing challenges and

opportunities in information management, the study contributes to the advancement of the telecom

industry as a whole, fostering innovation, competitiveness, and sustainable growth.

5.5 Conclusion

Effective information management practices play a critical role in driving organizational

performance and competitiveness within the telecom sector, particularly within the context of

Nigerian telecom companies. Findings from the analysis of information accessibility, data security

measures, information organization, storage and retrieval, dissemination underscore the

importance of strategic investments in these areas to enhance operational efficiency, support

informed decision-making, foster innovation, and maintain regulatory compliance. Moreover,

transparent communication channels and timely dissemination of information are essential for

optimizing organizational performance and stakeholder relations. By addressing challenges and

leveraging opportunities in information management, telecom companies can position themselves

for sustained success and growth in an increasingly dynamic and competitive industry landscape.

53
In conclusion, the research underscores the fundamental importance of robust information

management practices in driving the performance and competitive standing of telecom companies,

particularly within the Nigerian context. The analysis of key aspects such as data security,

information organization, storage and retrieval, dissemination, and accessibility reveals critical

insights into the strategic imperatives facing these companies.

Firstly, the findings emphasize the indispensable role of stringent data security measures in

safeguarding sensitive information and ensuring compliance with regulatory requirements. Given

the evolving landscape of data privacy and protection laws, telecom companies must prioritize

investments in robust security frameworks to mitigate risks associated with data breaches and

unauthorized access.

Secondly, the study underscores the significance of efficient information organization and storage

systems in optimizing operational efficiency and decision-making processes. By implementing

streamlined data management practices and leveraging advanced technologies, telecom companies

can enhance data accessibility and reliability, thereby empowering employees to make informed

decisions and respond effectively to market dynamics.

Furthermore, effective dissemination of information emerges as a crucial determinant of

organizational agility and customer-centricity. Transparent communication channels and timely

distribution of relevant information enable telecom companies to foster innovation, improve

customer service, and maintain stakeholder trust. Moreover, accessibility to pertinent information

is paramount for empowering employees, driving collaboration, and promoting a culture of

continuous improvement within the organization.

54
However, the research also identifies several challenges that telecom companies must navigate in

their pursuit of optimal information management practices. These include the complexities

associated with managing vast volumes of data, addressing technological constraints, overcoming

organizational resistance to change, and mitigating security risks.

In light of these findings, it is evident that telecom companies must adopt a holistic approach to

information management, encompassing robust security protocols, efficient organizational

frameworks, streamlined storage and retrieval systems, and transparent communication channels.

By addressing these challenges and capitalizing on opportunities for innovation and improvement,

telecom companies can position themselves for sustained success and competitiveness in the

dynamic telecommunications landscape of Nigeria and beyond.

5.6 Limitations of the Study

While this study provides valuable insights into information management within telecom

companies, it is important to acknowledge several limitations:

1. Generalizability: The findings of the study may be limited in their generalizability due to the

focus on specific telecom companies or geographic regions. Different companies or regions may

have unique characteristics, organizational cultures, and regulatory environments that could

influence information management practices and outcomes differently.

2. Sampling Bias: The study's sample may be subject to sampling bias, particularly if the

selection of telecom companies or participants is not representative of the broader population.

Bias in sample selection could affect the validity and reliability of the study's findings.

55
3. Methodological Constraints: The study's methodology, such as the reliance on qualitative or

quantitative approaches, may have inherent limitations. For example, qualitative methods may

lack generalizability, while quantitative methods may oversimplify complex phenomena.

Additionally, the use of self-reported data in surveys could introduce response bias or social

desirability bias.

4. Data Availability: The availability and quality of data may present limitations, particularly if

access to internal company data or proprietary information is restricted. Limited access to data

could constrain the depth and breadth of the study's analysis, potentially overlooking important

factors or insights.

5. Temporal Context: The study's findings may be subject to changes over time, particularly in a

rapidly evolving industry such as telecom. Factors such as technological advancements, regulatory

changes, market dynamics, and competitive pressures may influence information management

practices and outcomes differently in the future.

6. Subjectivity: Despite efforts to maintain objectivity in data collection and analysis, subjective

biases may still influence interpretations of findings. Researchers' own perspectives, experiences,

and preconceptions could shape the study's conclusions and recommendations.

7. Scope: The study may not comprehensively address all aspects of information management

within telecom companies. Certain factors or dimensions of information management practices

may be overlooked or underexplored, limiting the depth of analysis and the breadth of insights

generated.

56
Acknowledging these limitations is essential for interpreting the study's findings accurately and

for informing future research endeavors aimed at addressing these limitations and advancing

knowledge in the field of information management within telecom companies.

5.7 Recommendations

From the findings of the study and in order to improve the quality of Information Management on

the organisation’s performance, the following recommendations were made:

1. Invest in Robust Data Security Measures: Implement comprehensive data security protocols

to safeguard sensitive information against breaches and unauthorized access. This includes

encryption, access controls, regular security audits, and employee training on data protection best

practices.

2. Streamline Information Organization and Storage: Utilize advanced data management

technologies and frameworks to streamline information organization and storage processes.

Implement centralized data repositories, metadata tagging systems, and efficient indexing

mechanisms to enhance data accessibility and reliability.

3. Promote Transparent Communication Channels: Foster a culture of transparency and open

communication within the organization. Establish clear channels for disseminating relevant

information to employees, customers, and stakeholders, ensuring timely updates on company

policies, market trends, and industry developments.

4. Enhance Employee Training and Engagement: Provide comprehensive training programs to

empower employees with the necessary skills and knowledge to effectively manage and utilize

57
information resources. Encourage active participation and collaboration among employees,

fostering a sense of ownership and accountability for information management practices.

5. Embrace Technological Innovation: Embrace emerging technologies such as artificial

intelligence, machine learning, and predictive analytics to enhance information management

capabilities. Leverage data analytics tools to derive actionable insights from large datasets, driving

informed decision-making and strategic planning.

6. Ensure Regulatory Compliance: Stay abreast of evolving regulatory requirements governing

data privacy and security. Establish robust compliance frameworks and mechanisms to ensure

adherence to relevant laws and regulations, mitigating legal and reputational risks.

7. Continuously Evaluate and Improve Processes: Regularly assess information management

processes and performance metrics to identify areas for improvement. Solicit feedback from

employees, customers, and stakeholders to gauge satisfaction levels and implement targeted

interventions to address any shortcomings.

5.8 Suggestion for Further Studies

Based on the findings of the study the following are suggested for further studies:

1. Exploration of Emerging Technologies: Investigate the adoption and impact of emerging

technologies, such as 5G, Internet of Things (IoT), and Artificial Intelligence (AI), on information

management practices within telecom companies. Assess how these technologies influence data

collection, storage, analysis, and dissemination strategies, and their implications for organizational

performance.

58
2. Cross-Cultural Comparative Studies: Conduct comparative studies examining information

management practices across different cultural contexts within telecom companies. Explore how

cultural factors influence information sharing norms, communication styles, and organizational

structures, particularly in multinational corporations operating in diverse regions.

3. Customer Data Privacy and Regulatory Compliance: Examine the implications of customer

data privacy regulations, such as the General Data Protection Regulation (GDPR) and local data

protection laws, on information management practices within telecom companies. Investigate

strategies for ensuring regulatory compliance while maintaining customer trust and satisfaction.

4. Cybersecurity and Risk Management: Investigate cybersecurity practices and risk

management strategies within telecom companies. Assess the effectiveness of security measures

in mitigating cyber threats, detecting security incidents, and responding to breaches. Explore the

impact of cybersecurity incidents on organizational performance and reputation.

5. Employee Information Literacy and Training: Explore the level of information literacy

among employees within telecom companies and its impact on information management

effectiveness. Investigate the design and effectiveness of training programs aimed at enhancing

employees' ability to access, evaluate, and utilize information resources effectively.

6. Knowledge Management and Organizational Learning: Investigate knowledge management

practices and their role in facilitating organizational learning and innovation within telecom

companies. Explore how information sharing platforms, collaboration tools, and knowledge

repositories contribute to knowledge creation, dissemination, and retention.

59
7. Sustainability and Green IT: Examine the intersection of information management and

sustainability initiatives within telecom companies. Investigate strategies for optimizing data

center efficiency, reducing energy consumption, and minimizing environmental impact through

responsible information management practices.

60
References

1. Wang, Y., & Liao, Y. (2018). "Information Management in the Telecommunication Industry: A
Literature Review". Journal of Economics, Business, and Management, 6(4), 301-307.

2. Al-Debei, M. M., & Al-Hakim, L. (2008). "Data Mining in Telecommunications". International

Journal of Management and Decision Making, 9(5), 385-398.

3. Kurniawan, T. A., Putra, I. E., & Siregar, A. M. (2019). "The Effect of Information
Management on Business Performance in the Telecommunication Industry". Journal of
Economics, Business, and Accountancy Ventura, 22(2), 175-184.

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the Telecom Industry". In Proceedings of the 18th Bled eConference eIntegration in Action (pp.
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5. Mášová, P., & Řehoř, J. (2016). "Key Factors Affecting Information Management in
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Companies' Performance: A Study on Turkish Telecommunication Sector". Journal of Economics,
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Telecommunication Industry: A Case Study of Malaysia". International Journal of Business and
Management, 12(3), 1-12.

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Technology". International Journal of Information Management, 34(5), 611-616.Mohammed Z.
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13. Taylor,A.G.(2009).The organisation of information (3rd ed.).Westport,Conn.;libraries
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62
 Appendix 1

Department of Library and information Science, Ahmadu Bello University, Zaria, Kaduna state

QUESTIONNAIRE ON ASSESSMENT OF INFORMATION MANAGEMENT IN TOP 5

TELECOM COMPANIES IN NIGERIA.

Dear Respondent,

I am a post graduate student in the above name department conducting research titled “Impact of
information management on organisational operation performance: a case study of the Nigerian telecom
sector‟.

This research is essentially for academic purposes. Your organisation is one of those selected for
this exercise. Kindly assist to respond to items in this questionnaire.

All the information given will be used strictly for the purpose of this study only. Your usual
cooperation is highly appreciated.

Yours sincerely,

Rasheed Abari O.

08022220382

63
 Appendix 2

SA A N D SD

Impact of information management on organisation operation

performance: a case study of the Nigerian telecom sector
Information Accessibility: Access to needed or required information to perform daily or
routine task.
1. Do you agree that information within your organization is 5 4 3 2 1
easily accessible when needed?
2. Do you agree that information is easily shared among 5 4 3 2 1
different departments within your organization?
3. Do you agree that the management of information within 5 4 3 2 1
your organization is organized?
4. Do you agree with the range of information formats available 5 4 3 2 1
meet your work-related needs?
5. Do you agree that it is easy to access necessary information 5 4 3 2 1
while working remotely or outside the office?
6. Do you agree that the information systems and tools provided 5 4 3 2 1
for accessing data and documents is user-friendly?
7. Do you agree with the accessibility of archived or historical 5 4 3 2 1
information within your organization's repositories?
8. Do you agree with the satisfaction level regarding the support 5 4 3 2 1
services provided for accessing information when needed?
9. Do you agree that it is easy to find and navigate through 5 4 3 2 1
different information repositories or databases to locate
specific data?

Data Security Measures:

1. Do you agree that your organization has implemented 5 4 3 2 1

sufficient measures to ensure Date security?
2. Do you agree to the value of data security measures the 5 4 3 2 1
implemented within your organization?
3. Do you agree with the familiarity with the organization's 5 4 3 2 1
data security policies and protocols?
4. Do you agree with the vulnerability of your organization's 5 4 3 2 1
data to potential security breaches or cyber threats?
5. Do you agree with the trust and the effectiveness of the 5 4 3 2 1
encryption methods used to protect sensitive data?

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6. Do you agree with the reliability of the access control 5 4 3 2 1
mechanisms in place to restrict unauthorized access to data?
7. Do you agree with the level of employees' compliance with 5 4 3 2 1
data security protocols and guidelines?
8. Do you agree that adequate security training is provided to 5 4 3 2 1
staffs in preventing data breaches?
9. Do you agree that the organization's investment in 5 4 3 2 1
enhancing and maintaining the infrastructure for data
security meet the industry standard?
10. Do you agree that the organization is dedicated to 5 4 3 2 1
continually improving data security measures?

Information Organisation:

1. Do you agree that the organization of information across 5 4 3 2 1

different departments or systems within your organization is
consistent?
2. Do you agree to understand the structure and classification 5 4 3 2 1
of information within your organization systems?
3. Do you agree that the classification systems or 5 4 3 2 1
categorization used for organizing information is user-
friendly?
4. Do you agree that the categorization of information aligns 5 4 3 2 1
with your work requirements and needs?
5. Do you agree with the efficiency of the information search 5 4 3 2 1
process within your organization's systems or databases?
6. Do you think the user perspectives and needs are considered 5 4 3 2 1
in the organization of information?
7. Do you agree that the current information organization 5 4 3 2 1
aligns with the organization's overall goals and objectives?
8. Do you agree with the methods available for retrieving and 5 4 3 2 1
accessing information within the organization?

Information Storage and Retrieval:

1. Do you agree with the efficiency of the file naming 5 4 3 2 1

conventions used for storing information within your
organization systems?
2. Do you agree that the speed at which you can retrieve 5 4 3 2 1
necessary information from your organization systems is
good?

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3. Do you agree with the effectiveness of the search filters and 5 4 3 2 1
tagging systems for locating specific information?
4. Do you agree that the instructions or guidelines provided for 5 4 3 2 1
retrieving information from your organization systems clear
enough?
5. Do you agree that the overall user experience when 5 4 3 2 1
retrieving information meet the industry standard?
6. Do you agree that the information stored in the organization 5 4 3 2 1
systems is not from unauthorized access or breaches?
7. Do you agree that the support services provided when 5 4 3 2 1
encountering difficulties in retrieving data or documents is
satisfactory?

Information Dissemination:

1. Do you agree with the effectiveness of the communication 5 4 3 2 1

channels used for disseminating information within your
organization?
2. Do you agree with the clarity of the policies or guidelines 5 4 3 2 1
provided for disseminating information to employees?
3. Do you agree with the frequency and timeliness of 5 4 3 2 1
information updates provided by the organization?
4. Do you agree that the information disseminated aligns with 5 4 3 2 1
your work responsibilities and interests?
5. Do you agree with the ease of access to information shared 5 4 3 2 1
by different departments within the organization?
6. Do you agree with the effectiveness of the internal 5 4 3 2 1
communication channels in disseminating information?
7. Do you agree with the accuracy and reliability of 5 4 3 2 1
information disseminated by the organization?
8. Do you agree that the dissemination of information 5 4 3 2 1
regarding its policies, decisions, and updates is transparent?
9. Do you agree with the clarity and comprehensiveness of 5 4 3 2 1
information disseminated by the organization?
10. Do you agree that the disseminated information is relevant 5 4 3 2 1
and beneficial across different departments?

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