The uneven road to digital transformation: Information systems use in civil society project management

Simon Augustine Kilasara; Robert Makorere

doi:10.51867/ajernet.6.4.83

Authors

Simon Augustine Kilasara Tengeru Institute of Community Development, Tanzania https://orcid.org/0009-0002-3863-5469
Dr. Robert Makorere Department of Entrepreneurship and Marketing, Mzumbe University, Tanzania

DOI:

https://doi.org/10.51867/ajernet.6.4.83

Keywords:

Civil Society Organizations, Digital Transformation, Information Systems, IS Technology Adoption, Project Management

Abstract

This study investigated how Civil Society Organisations (CSOs) in Tanzania adopt Information Systems (IS), with a focus on their shift from paper-based methods to digital tools in project management. Based on the Technology-Organization-Environment (TOE) framework and institutional theory, the research examines how technological capabilities, organisational conditions, and external pressures influence patterns of IS use across key functional areas. Data were gathered through a cross-sectional survey of 272 CSOs across five Tanzanian regions, representing a variety of geographic and operational contexts. Using descriptive statistics and analysis of variance (ANOVA), the study assessed IS adoption levels in both internal and external project functions. The findings reveal a fragmented and selective landscape of adoption. Offline systems still dominate in internal areas such as planning and budgeting, while manual methods remain common in resource and cost management. Conversely, internet-based tools, especially social media, are widely adopted, mainly driven by donor visibility and reporting needs. However, specialised project management systems are seldom used due to financial limitations, technical complexity, and a mismatch with existing workflows. Although device allocation tends to favour externally focused functions, most organisations configure and adapt digital tools across different departments. The study concludes that IS adoption among Tanzanian CSOs is flexible but mainly influenced by external factors, with digital tools often fulfilling compliance and communication rather than boosting internal efficiency. These findings highlight the importance of a more balanced and strategic digital transformation, backed by targeted capacity-building, donor alignment, and fair infrastructure investment. The study recommends that Tanzanian CSOs pursue strategic digital transformation by strengthening internal systems, enhancing staff digital skills, and adopting suitable IS technologies to bridge the internal and external digital gap, improve operational efficiency, and support sustainable, organisation-wide digital integration.

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