UNIVERSITY OF GHANA, LEGON 
DEPARTMENT OF INFORMATION STUDIES 
 
LIBRARY MANAGEMENT SOFTWARE: A COMPARATIVE 
STUDY OF CLOUD SERVICE AND IN-HOUSE SOFTWARE 
IMPLEMENTATION AT UPSA-GHANA 
  
BY 
SEBASTIAN BACH HADJOR OFOE 
           (1 0 2 6 9 4 3 6) 
THIS DISSERTATION IS SUBMITTED TO THE UNIVERSITY OF 
GHANA, LEGON IN PARTIAL FULFILLMENT OF THE 
REQUIREMENT FOR THE AWARD OF MA INFORMATION STUDIES 
DEGREE. 
 
JULY, 2016
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DECLARATION 
This is to affirm that this dissertation is in no way a reproduction, in part or whole of 
any work ever presented for the award of a degree here or elsewhere, excluding the 
work of other researchers that I have accordingly accredited. This production 
therefore presents my own original research paper. 
 
 
 
Signature……………………………..    Date…………………………………  
              Sebastian B. Hadjor Ofoe  
                  (Student)  
 
 
 
Signature……………………………..    Date…………………………………  
            Dr. Ebenezer Ankrah  
                 (Supervisor)  
 
 
 
 
 
 
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DEDICATION 
I dedicate this research to God the Father, God the Son, and God the Holy Spirit and 
to my lovely mother Naomi Oboshie Sai, my wife Josephine Naa Ofoe, and my 
children, Antoinette Narki Ofoe, Sebastian Nartey Ofoe (jnr.) and Kelvin Tetteh 
Ofoe. Special dedication to my father, Mr. Moses Ofoe of blessed memories. 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
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ACKNOWLEDGEMENT 
 
This challenging and inspiring task would not have been successfully completed had 
it not be by the special Grace of God Almighty to whom I am most thankful.  
 
Equally, my profound appreciation goes to, Dr. Ebenezer Ankrah, my supervisor 
who has really invested immensely his time, guidance and direction which has 
yielded in the success of my work. I owe Mr. Eric O. Osei my deepest gratitude for 
his instruction. 
Great appreciation is also extended to the Head of Department, Dr. E. A. Adjei and 
all the lecturers of the Information Studies Department, for their motivations and 
candid counseling which helped to shape me in diverse ways. 
 
Likewise, I am grateful to all the participants who willingly contributed their part in 
the study and devoted selflessly in answering the questionnaires. Same goes to my 
senior colleagues for their immense support and assistance.  
 
Lastly, I wish to thank Mr. Michael Dzandu, a former lecturer in the Department, 
Mr. Steve Tagoe and Mrs. Rosemary Okai, Assistant Registrar and Assistant 
Librarian respectively of University Professional Studies, Accra (UPSA), for their 
contributions in my work. 
 
A very special appreciation goes to Mr. Elijah, A. Mensah, the University Librarian 
of UPSA whose recommendation and consent pushed me to realizing this dream. 
God richly blessed you all. 
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ABSTRACT 
This study looks at Library Management Software, a comparative Study of Cloud 
Service and In-house Software Implementation at UPSA-Ghana with the help of key 
performance indicators. The study was aimed at identifying the security effects of 
Cloud SaaS and In-house Software Management, the benefits of Cloud Service as 
compared to In-house Software Implementation, the capabilities of the IT personnel 
at UPSA, as well as trying to find out the challenges encountered by staff in the use 
of the current In-house Software Implementation of Library Management Systems 
within the context of Technology Acceptance Model (TAM). Software as a Service 
(SaaS) is a new emerging information system technology that provides software 
application services over the Internet for firms and individuals working from 
computer networks or mobile devices such as mobile phones, laptops, tablets and so 
on. This frees users from tough software and hardware controls.  
 
To accomplish the intents of the analysis, the study used self-administered 
questionnaires and Statistical Package for the Social Sciences (SPSS) tool to analyze 
data collected from 52 respondents which took place at the UPSA only due to the 
research time restrictions. The study revealed that the users of the In-house library 
system faces challenges such as system instability, lack of usability and user 
adaptation, system unreliability and malfunctioning, and poor training for staff to use 
the system.  Also, majority of the respondents have indicated that, In-house Software 
Implementation were more advantageous than the Cloud Services in terms of 
security inferences, maintenance expenses and procurement budgetary. However, 
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there were indications that SaaS adoption would provide better service and minimize 
the frustration of staff. 
 
The study recommended the creation of user awareness about the services that SaaS 
(Outsourcing) offers, the need for the improvement of Staff Training to be abreast 
with current IT developments, and the motive for the acceptance of Cloud Services.  
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
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TABLE OF CONTENTS 
Title            Pages 
Declaration                  i 
Dedication                   ii 
Acknowledgement                 iii 
Abstract                                iv 
Table of Content                              vi 
List of Tables                            x                                                                                     
List of Figures                                 xi                                                                                             
  
CHAPTER ONE: INTRODUCTION 
1.1 Background to the study ………………………………………………..…...1 
1.1.1   Definition of Terms……………………………………………………...….12 
1.1.2   Study Area.....................................................................................................13 
1.2      Problem Statement………………………………………………………….14 
1.3      Purpose of the Study………………………………………………………..15 
1.4      Objectives of the Study……………………………………………………..15 
1.5      Research Questions ………………………………………………………...16 
1.6      Significance of the Study …………………………………………………..16 
1.7      Scope ……………………………………………………………………….17 
1.8     Theoretical Framework ……………………………………………………..17 
1.9      Organization of Work ……………………………………………………...20 
            
 CHAPTER TWO: LITERATURE VIEW 
2.1      Introduction ………………………………………………………………...22 
2.2      Library Management System……………………………………………….23 
2.3      Cloud SaaS (Software as a Service………………………………………....25 
2.3.1   Outsourcing ………………………………………………………….……..28 
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2.3.2   Outsourcing Benefits ……………………………………………………….29 
2.4      Cloud SaaS Security ……………………………………………………......31 
2.5      Cloud SaaS Benefits ……………………………………………………......35 
2.6      Cloud SaaS Challenges ………………………………………………..……37 
2.7      In-house Software Management …………………………………………....38 
2.7.1   Pros & Cons on In-house Software Management …………………….…… 39 
2.8      Challenges of ICT Application in Library Software …………………..…....41 
            
CHAPTER THREE: RESEARCH METHODOLOGY 
3.1      Introduction …………………………………………………………..… ….44 
3.2      Research Design………………………………………………...………...... 44 
3.2.1   Selection of Case Study………………………………………………….. …45 
3.3     Population ………………………………………………………………........46 
3.4     Sampling Size ……………………………………………………………......47 
3.5     Instrumentation ………………………………………………………….…...47 
3.5.1  Questionnaire …………………………………………………………….......47 
3.6     Mode of Data Collection …………………………………………………….48 
3.7     Method of Data Analysis / Presentation of Results ………………………….49 
3.8     Ethical ConsiderationsPros & Cons on In-house Software Management……50 
            
CHAPTER FOUR: DATA ANALYSIS AND PRESENTATION RESULTS 
4.1      Introduction …………………………………………………………………51 
4.2      Background of Respondents……………………….…………...……….......52    
4.2.1   Educational Level of Respondents…………………………………….........52 
4.2.2   Department of Respondents…………………………………………………53 
4.3      Security Assessment…………………………………………………………54 
4.3.1   Outsourcing LMS will Leak out Vital Information…………………….. ….54 
4.3.2   Outsourcing will Reduce Staff Potential Skills……………………………...55 
4.3.3   Service Providers may not have the Library's Interest at Heart……………..56 
4.3.4   In-house LMS provides a Safe and Better Secure Environment……….........57 
4.3.5   There is a general Risk Reduction to have In-house LMS…………… ….....58 
4.3.6   When you provide a service to users over Internet, such as  
 LMS link to your Webserver, you Expose your Organisation to New Risks………59 
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4.4      Procurement Cost……………………………………………………............60 
4.4.1   Will Outsourcing LMS truly Improve Library Performance…………..........60 
4.4.2   The Financial Projections are Accurate to Outsource LMS ……….…..........61 
4.4.3    Building own LMS will Reduce Cost for Budgetary Allocation…..…........ 62 
4.4.4    Getting the Best Service Provider to Build LMS is a Challenge....................63 
4.5       Human Capital Tranining…………………………………..………….........64 
4.5.1    Does the University have the Expertise to Develop Library Software……..64 
4.5.2    Do you think that the internal IT staff lacks the expertise in  
            the new technologies………………………………………………………..65 
4.5.3   Do you think in-house LMS will ensure less complex staff training  
            on the use of the software…………………………………………………..63 
4.6      Maintenance Cost…………………………………………………………....67 
4.6.1   LMS maintenance cost is very expensive when outsourced …….….………67 
4.6.2   It is easier to maintain in-house LMS than when outsourced……………….68 
4.6.3   There is quick response to resolve system failure  
           when outsourced ……………………………………………………………69 
4.6.4   Developing in-house LMS provides easy access to error checking ……......70  
4.7      Library Management System Challenges…………………………………...71 
 4.7.1  Does the library currently have a Library Management Software ..………..71 
4.7.2   Some of the challenges being faced with the current LMS…………………72 
             
CHAPTER FIVE: DISCUSSION OF FINDINGS OF THE STUDY 
5.1      Introduction …………………………………………………………............74 
5.2      Background of Respondents……………………….…………...…………...74  
5.3     Security Assessment in the use of Cloud SaaS………………………………75 
5.4.    Procurement Budget on the need for Outsourcing…………………………...76 
5.4.1  Benefits of Outsourcing for Cloud SaaS Model………………………….......76 
5.5    Human Resources for the Development of Library Management Software….77 
5.6    Maintenance of Library Management Software Systems……………………..78 
5.7    Library Management System Challenges…………………….…………...…..78 
          
 
 
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CHAPTER SIX: SUMMARY, CONCLUSION AND RECOMMENDATIONS 
6.1      Introduction ………………………………………………………………....81 
6.2      Summary of Findings……...……………………….…………...…………...81 
6.2.1   Introduction……………………………………………………………….....81 
6.2.2   Security Assessment in the use of Cloud SaaS …………………….….….....81 
6.2.3   Procurement Budget on the need for Outsourcing…………………………..82 
6.2.4   Benefits of Outsourcing for Cloud SaaS Model……………………….….....82 
6.2.5  Human Resource for the Development of Library Management Software..…83 
6.2.6  Maintenance of Library Management Systems……………………..….….....83 
6.2.7  Library Management Challenges……………………….……...……...…..….83 
6.3     Conclusion……………………………………… …………………..…….…84 
6.4     Recommendation……………………………………………………...….…..85 
6.4.1  Staff Training……………………………………………………….…..….…86 
6.4.2  User Awareness…………………………………………………….………...86 
6.4.3  Adoption of Cloud Software as a Service………………………….………....87 
6.5     Further Studies…………………………………………………………..........87 
          Bibliograhpy…………………..……………………………………………...88 
              Appendix    …………………………………………………...……...........98 
 
     
 
 
 
 
 
 
 
 
 
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LIST OF TABLES 
Table 3.1 Population………………………………………………………………46 
Table 4.1: Educational level of respondents………………………………………52 
Table 4.2 Department as given by respondents…………………………………...53 
Table 4.3: Outsourcing LMS will leak out vital information ……………………..54 
Table 4.4: Outsourcing will reduce staff potential skills…………………………..55 
Table 4.5: Service Providers may not have the library‟s interest at heart……..…..56 
Table 4.6: In-house LMS provides a safe and better secure environment ………...57 
 Table 4.7: There is a general risk reduction to have in-house LMS……………….58 
Table 4.8: When you provide a service to users over the Internet,  
such as a LMS link to your  webserver, you expose your organization 
 to new risks………………………………………………………………………..59 
Table 4.9: Will outsourcing LMS truly improve library performance…………….61 
Table 4.10: The financial projections are accurate to outsource LMS……………62 
Table 4.11: Building own LMS will reduce cost for budgetary allocation………..62 
Table 4.12: Getting the best service provider to build LMS is a challenge………..63 
 Table 4.13: LMS maintenance cost is very expensive when outsourced…………68 
Table 4.14: It is easier to maintain in-house LMS than when outsourced………...68 
Table 4.15: There is quick response to resolve system failure when outsourced…70 
Table 4.16: Developing in-house LMS provides easy access to error checking…..70 
Table 4.17: Summary of Findings………………………………………………….80 
 
 
     
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LIST OF FIGURES 
Figure 4.1: Does the university have the experts to develop library  
software…………………………………………………………………………65 
Figure 4.2: Do you think that the internal IT staff lacks the expertise in the  
new technologies…………………………………………………………………66 
Figure 4.3: Do you think in-house LMS will ensure less complex staff training  
on the use of the software………………………………………………………..67 
Figure 4.4: Does the library currently have a Library Management  
Software (LMS)………………………………………………………………….71 
 
     
 
 
 
 
 
 
 
 
 
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CHAPTER ONE 
INTRODUCTION 
1.1 Background to the study 
The revolution of the Internet has brought about changes in the way information is 
disseminated; this is seen in the area of storage, speed, information sharing as well as 
the retrieval of the information. The cutting-edge technology in this contemporary 
information age which has brought about the advent of the technological emergence 
is seen in way in which information is retrieved. This new emerging technology is 
Cloud SaaS.    
 
Software as a Service (SaaS) 
“SaaS is a way of distributing applications over the Internet as a service” ((Ziff, 
2014). That is, instead of installing and maintaining software, you simply access it 
through the Internet thus freeing yourself from difficult software and hardware 
management. This is software services that are hired instead of acquiring. It is 
acquired by subscribing to its service based software and all real time updates are 
stated in the terms. 
SaaS may be advantageous to accept due to the following reasons: 
 There is no extra hardware charge; the provider provides all the needed power to 
start the operations. 
 No initial setup costs; applications are ready to use once the user subscribes. 
 You pay for what you use; if a part of software is only needed for a short time 
then it is only paid for limited period. 
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 Scalability; a can request for more storage space without the need of installing and 
new software or hardware. 
 Automatic updates; there is online update for current users in real time mostly for 
free. The applications and the updates will typically be set up routinely by the 
cloud provider. 
 Cross device compatibility; you can access SaaS software applications through 
any Internet enabled device, which makes it ideal for those who use a number of 
different devices, like the   phones and tablets, and those who do not continually 
use the same computer. 
 Accessible from any location; there is no restriction in accessing the application 
from anywhere with an Internet enabled devices. 
 SaaS applications can be tailored; with some software, customisation is available 
which makes it possible to alter changes to meet on one‟s need. 
SaaS is collective distribution model for numerous business applications. Examples 
are messaging software, payroll software, database management software (DBMS), 
management information systems (MIS), customer relationship management 
software (CRM), enterprise resource planning (ERP), content management (CM), 
human resource management (HRM), an antivirus softwares. Gartner 
Group approximation of SaaS sales reached 10 billion US dollars in 2010, and these 
have been anticipated to the growth of 12 billion US dollars in the year 2011. This 
was an increase of about 20.7 percent from the year 2011 (McHall, 2011). Customer 
relationship management (CRM) remains the largest advertiser for SaaS forecast to 
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reach 3.8 billion US dollars in 2011 and increased rate from 3.2 billion US dollars in 
the year 2010  (Barret, 2010). 
 
Cloud Computing 
 
 
With Software as a Service, applications are run over the Internet via a web browser 
and compatible with all kinds of operating system. It can be applied internally and 
applicable on desktops and mobile services. SaaS services provide real time updates 
and users are able to get current version anytime they launch the browser‟s icon. 
Additionally, information can be kept at the data warehouse of the provider‟s.           
(www.pcmag.com/encyclopedia/term/56112/saas). This technology provides a way 
of budget minimization on both operation and maintenance.  
Source:https://www.google.com.gh/search?q=cloud+computing+images&biw=1440&bih=799&tbm=i
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There is also a reduction which normally occurs or arises as a result of systems 
upgrades. SaaS permits the generating of new principles by linking funds of a single 
user on the supplier„s platform.. Several business sectors have employed SaaS.  
Gartner (2009), had predicted SaaS growth of 17.7 % to about 7.5 US Dollars in the 
year 2010, targeting about 14 billion US Dollars for the year 2013. Cloud computing 
basically runs on the Internet, sharing resources, by request. Since updates are 
provided continually through networks, users have no need to worry about any extra 
features added. This therefore implies, users of SaaS services have less to spend in 
operation and maintenance cost and be successfully realistic in library procedure 
network.  
 
According to Tayntor (2001), Outsourcing begun in the 1990s. Outsourcing is 
“defined as a strategy by which a firm uses external resources for current activities 
that, traditionally, involve few people and resources, turning to external services 
providers”. It is a way of engaging a third party services with the view of 
proving better quality services. Offshore outsourcing occurs when services are 
outsourced to foreign countries other than located within one‟s locale country.   
 
Outsourcing Effects  
The consequences of outsourcing are not general to the industry and the drive for 
which similar was embark on. Nevertheless through industries subcontracting is 
mostly accepted to enable companies to create better income appreciation whilst 
providing the firms added economic value. Outsourcing has a significant effect on 
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quality of products and services delivered as a result of this, either improving or 
dropping quality.  
Though outsourcing could bring about rise or decline in the improvement, it could 
also result in improved patron service. Firms that engage in outsourcing have 
competitive edge that results in easy management and better production. 
 (https://www.flatworldsolutions.com/articles/pros-cons-outsourcing.php). 
 
Pros of Outsourcing 
Pros  
 Better-quality  income realisation and higher proceeds on investment 
 Labor is low in cost whilst having an economic balanced. 
 There is improvement as one is able to tap into new knowledge 
 Management is able to concentrate on free management time, enabling 
companies to focus on core competencies while not being concerned about 
outsourced routine activities. 
 Increases speed and the quality of delivery of outsourced activities 
 Reduces cash outflow and optimizes resource utilization 
Outsourcing cons 
Some of the possible disadvantages often include the following: 
 There is loss of control over a firm's commercial procedures. 
 Difficulties related to quality and turnaround time. 
 Inactive response times together with deliberate issue purposes. 
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 Limitations in routine vis a vis opportunities. 
 Lower than expected realisation of benefits and results. 
 Issues relating to lingual accent distinction. 
 A fuming customer base joined with furious employee unions. 
 
Library management system (LMS), according to Veronica et al. (2008) “ is 
an enterprise resource planning system for a library, used to track items owned, 
orders made, bills paid, and patrons who have borrowed”.  LMS software may 
include for example Greestone Library Software, Koha Software, Granthlaya, LIBsis 
and so on. 
LMS typically comprises a relational database, software to interact with that 
database, and two graphical user interfaces. The software functions into separate 
programs known as modules, each of them incorporated with a unified interface. 
Examples of modules might include: 
 acquisitions (ordering, receiving, and invoicing materials) 
 cataloging (classifying and indexing materials) 
 circulation (lending materials to patrons and receiving them back) 
 serials (tracking magazine and newspaper holdings) 
 the OPAC (public interface for users) 
Larger libraries use LMS for acquisition, cataloguing, circulation and tracking of 
library‟s collection.  
 
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Library management system is used to manage documents in print formats that are 
kept by the library. Lately, its well-designed requests have been prolonged to 
comprise the combined library management as well all inclusive automated 
managing resources. Also, Moodle, such as Learning Management System has been 
incorporated and is compatible with other related system resources that work 
together without. However, there some limitations that do not expedite the 
recognition of SaaS computing: 
 There are issues with data security because of the storage location that are 
resided at the vendor‟s servers (Lisserman, 2010). 
 SaaS software applications are held in the “cloud”, beyond the reach of the user 
and presents potential in the environment. 
 Several structural design, which drive cost efficiency for SaaS solution 
providers, limit customisation of applications for large clients, inhibiting such 
applications from being used in scenarios (applicable mostly to large enterprises) 
for which such customization is necessary. 
 Selected applications used in businesses call for right to use with consumer's 
current data. When such data are large in volume or sensitive (e.g., end users' 
personal information), integrating them with remotely hosted software can be 
costly or risky, or can conflict with data governance regulations. 
 Problems with large files or data transfer over the Internet are slow and difficult 
especially when swapping SaaS dealers. 
 SaaS adoption as a new service may leads to unanticipated costs for staff training 
or instability from bugs in the newer software. 
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 Should the vendor of the software go out of business or suddenly EOL the 
software, the user may lose access to their software unexpectedly, which could 
destabilize their organisation's current and future projects, as well as leave the 
user with older data they can no longer access or modify. 
 Relying on an Internet connection means that data are transferred to and from a 
SaaS firm at Internet speeds, rather than the potentially higher speeds of a firm‟s 
internal network. (Gallaugher). 
In 2010, when the Act of Affordable Care bill was passed in the USA, there was an 
increased use of IT in the health care industry which accounted for an intense 
variation in their pay structure. This was evidence in the 83 percent of health services 
using SaaS technology, and 9.3 percent in a bid to also adopt the SaaS platform. 
According to this survey, 67 percent of Information Technology health industries are 
using SaaS software applications (Forbes, 2014).  
 
According to the new Gartner (2015) Report, the security of Cloud application 
includes expertise and principles that improve the reliability and the security cloud 
software as a service being put into practice.  
 How software-defined perimeters will appeal to organizations looking for 
innovative and secure ways to both connect and collaborate with their digital 
business ecosystem. 
 How the extension of data centers into the public Cloud also has placed a 
focus on software-based approaches for segmentation. 
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 Which critical security trends are essential for you to follow as you plan your 
Cloud security implementation? 
 
In-house software  
In-house software is software that is produced by a corporate entity for purpose of 
using it within the organisation. In-house software however may later become 
available for commercial use upon sole decision of the developing organisation. The 
non-availability of software in shops or market normally calls for the development of 
software. The organisations therefore decide which software design best suit their. 
In-house software development is maintained and deployed by the organisation‟s 
own funds which also include the physical feasibility study, economic feasibility 
study, organizational feasibility study and operational feasibility study. For better 
output development, and to a very large extent, consulting for specialists such as 
systems analysts, programmers come into play. With team work, the in-house 
developers are able to make good impact.  
 
According to Clydebuilt (2012), the following are some of the pros and cons of in-
house development management: 
Pros  
 In-house development engages the IT staff thereby becoming proactive.  
 In-house developers believe cost involved in the development is extremely 
cheaper.  
 There is total control since you are not linked to any third party or outsourcer.  
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 Control over the software becomes very significance particularly with 
planned development. 
 There is a well-defined requirement as required by the consumer. 
 All being well the in-house development will be appropriate with current in-
house software. 
 There is also the surety of familiarity.  
 
Cons  
 A valuable expense is required to develop new system.  
 There is time consumption trying to define systems project specifications. 
This also entails involving the procedural and the functioning staff.  
 Pressures are abounds to mount on in-house developers to meet deadlines. 
 Certain areas in the development cycle require skilled IT personnel.  
 Outsiders coming in might be inexperience with pertinent warehouse skill.  
 Systems error check can be very lengthy. 
 Most executives may find it difficult to argue with IT developers since they 
can become well vested in technology. 
 
There have been several studies conducted on Cloud SaaS as a new emerging 
technology providing cost effective benefits to organisations. According to Cho 
(2011), the new developed SaaS application has shown that there is the possibility of 
cost reduction on task and maintenance. Also extra expenditures that are required for 
upgrading the systems have the possibility of being reduced. Fariba et al (2015) add 
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that the prospect of SaaS provides several considerable chances that help in 
improving the use of IT in firms deprived of cost and maintenance. Equally, a study 
by Judith (2013) has also indicated that, one cannot avoid the fact there are relevant 
issues that surround in the direction of contemporary information setting. “She stated 
that a way of shifting from the hardware and software demands of storing and 
organizing data, to information access concerns. That is because with the exponential 
growth in information sources and all accompanying complexities, the limited 
capacity of libraries to host their own in its entirety necessitates opting for 
alternatives in the cloud”.   
 
A library is said to be a setting that is well arranged with materials or information 
resources serving its patrons and community at large. In academic institutions such 
as universities, polytechnics, colleges, a library supports the goals of the 
establishments in learning, teaching, research and service whose users include 
students, researchers, lecturers (Aina, 2004).  Griffis (2014) referred to a library as 
“built environments including their cultural, geographical, and historical contexts, as 
well as their representative properties as social, political, and informational space”.  
 
The undergraduate and postgraduate students of a university both have different 
views of a library. The former view it as a learning center, due to the fact that it 
offers resources necessary for learning for all programmes existing in the academia 
whilst the latter view the library basically for research. The library provides all 
resources needed for carrying out effective learning and research activities. Due to 
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the extent of university resources, the library engages qualified professional 
librarians to manage the library. The professional librarian‟s duty is to work hard to 
make these information resources and services accessible to its clientele. As 
postulated by Aina (2004), libraries in academia are those attached to colleges, 
polytechnics and universities, and the common users are lecturers, researchers, staff 
and students and are established to provide support for teaching, learning and 
research. Libraries have a major role to play in the achievement of the mission and 
vision of their institutions, (Alemna & Antwi 2002). 
 
1.1.1 Definition /Abbreviations of Terms 
EOL                           “End-of-life”. this is used to denote product given to     
                                   to consumers, (https://en.wikipedia.org/wiki/End-of- 
                                  life_(product). 
ILS            Integrated Library System - an enterprise resource                                      
                                   planning system for  a library, used to track items owned,  
                                  orders made, bills paid, and patrons   who  have borrowed.  
                                  (Veronica, et al. 2008).  
Professional librarian - A librarian works professionally in a library, and 
                                   may hold a Master degree in librarianship (known either as       
                                 library science   or library and information science (Aina, 2004). 
SaaS           Software as a Service-PC Magazine Encyclopedia. (Ziff, 2014)                                                                              
CRM              Customer Relationship Management  
MIS            Management Information Systems  
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ERP            Enterprise Resource Planning  
HRM            Human Resource Management  
CM            Content Management  
LMS                          Library Management System  
 
1.1.2  Study Area  
The study covered the University of Professional Studies, Accra (UPSA) Library. 
The UPSA has undergraduate and post graduate libraries located in separate 
buildings. The undergraduates‟ library has a sitting capacity of 200 whilst the sitting 
capacity of the graduate school library stands at 32. The uniqueness of the library 
information sources supports both the professional and academic research. The 
electronic support section also provides comprehensive subscribed online databases 
available for its patrons.  
 
UPSA achieved an independent status as a university in September 2008 when it was 
approved by a Presidential Charter. UPSA has since been offering undergraduate and 
postgraduate programmes whilst providing tuition for internationally recognised, 
acclaimed Business Professional Programmes. The current student population of the 
UPSA stands at thirteen thousand (13,000), (UPSA Hand Book, 2013).  
 
 
 
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1.2   Problem Statement  
To facilitate the management of library operations, UPSA has developed an in-house 
library management system used to track items owned by the library. However, 
initial investigation and interrogations with the users, revealed that the system is 
problematic. For example, system maintenance cost and database operation failure. 
Sometimes it takes more than twenty four hours to get the attention of these in-house 
software developers to resolve transaction failures reported by users.  Staff have to 
wait about 24 hours for the system to be resolved any time it fails. At times actions 
towards resolution are not considered urgent. But for cloud service, the provider is 
charged a penalty for the number of hours the database system goes down. UPSA 
stands to gain $72 a day on every interruption cost of $3 per hour from the cloud 
provider when contracted with cloud services. For this reason SaaS providers are 
prompt to fix system failures within the agreed downtime.  
 
According to Cho (2011), the new developed Software as a Service (SaaS) 
application has shown that there is the possibility of cost reduction, a highly scalable 
platform and easy to manage by non-expert users. The challenges of the in-house 
provision of library system that hinders the smooth operation of library services can 
be dealt with by the adoption of a new emerging technology known as SaaS. The 
researcher therefore, seeks to embark on a comparative study between In-house and 
Cloud SaaS using TAM model based on empirical inference. Since, little has been 
touched on Cloud SaaS adoption for library system, the study therefore seeks to add 
knowledge as well as filling the gap on the literature.  
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1.3   Purpose of the Study  
The main purpose of the study was to compare the potential risks as well as the 
benefits of using the Cloud SaaS and in-House Software Development of Library 
Management System in UPSA library with the help of key performance indicators. 
 
1.4   Objectives of the Study  
1. To find out the security effects of Cloud SaaS and In-house Software 
Management. 
 
2. To identify the benefits of Cloud SaaS and In-house Software Management 
Systems. 
 
3. To find out about the capabilities of the IT personnel of the University of 
Professional Studies, Accra. 
 
4. To find out the challenges encountered by staff in the use of the In-house Library 
Management systems in UPSA library. 
 
5. To suggest a suitable recommendations as per the findings of the study whether 
UPSA has to discontinue using in-house infrastructure and go for Cloud SaaS.  
 
 
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1.5   Research Questions  
To achieve this purpose the following questions were posed in relation to the 
objectives:  
1. What were the security implications in considering Cloud SaaS or In-house 
Software Management? 
2. What were the benefits of procuring either Cloud SaaS or In-house Software   
Management Systems? 
3. What were the capabilities of the IT personnel of UPSA in relation to In-house 
LMS or SaaS implementation of LMS? 
4. What were the challenges encountered by staff in the use of the current in-house 
Library Management Systems? 
 
1.6   Significance of the Study  
The study will be of significance to the policy makers, practitioners, and researchers.  
For policy makers, the findings will help inform strategic managers when 
formulating polices in relation to Information Communication Technology (ICT) 
about the use and acceptance model.  
 
This study will also benefit practitioners such as the professionals and para-
professionals to better understand the acceptance of the new emerging technology 
and to provide a contextual awareness in accommodating the implementation. 
  
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For the researchers, this study will provide a comprehensive overview of the new 
emerging technology, the potential risks and benefits for an informed decision and 
also add to the literature of Cloud SaaS for further research. 
 
This study will also help fill in knowledge for faculty members, academic staff, who 
will also be enlightened as well gaining an insight of this new technology. 
 
1.7   Scope  
There are many users of the enterprise resource management planning including 
faculty, procurement, human resource, student, and library. The study covered the 
library management module and focused on the Ecosystem. These are the users, the 
funders, and the servers, who are the information professionals such as the systems 
analysts and designers and library staff.  
 
1.8   Theoretical Framework  
A theory is defined as a set of interrelated of variables constructs, definitions and 
propositions that presents a systematic view of phenomenon by specifying relations 
among variables with the purpose of explaining a natural phenomenon. 
Ennis (1999) defined a theoretical framework as “a structure that identifies and 
describes the major elements, variables, or constructs that organize your scholarship. 
It is used to hypothesize, understand, or give meaning to the relationships among the 
elements that influence, affect, or predict the events or outcomes you specify”. 
Theoretical framework deals with the theory that strengthens the study. It helps a 
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researcher or writer to determine problem areas, content considerations, research 
questions that need to be addressed, and the methodology or way in which the 
research plans to go about finding an answer to the research question. According to 
Creswell (2003), the theory for a study guides the entire study, an organizing model 
for the research questions and for the data collection procedure. In other words, a 
theory guides the research process.  
 
Quite a lot of theories have been proposed with respect to the use of information 
technology. These include among others, Theory of Reasoned Action (TRA), Theory 
of Planned Behavior   (TPB), User Acceptance Theory (UAT), Innovation Diffusion 
Theory (IDT), and Technology Acceptance Model (TAM). TAM has been widely 
employed of all theories in the IT systems, (Bentil, 2011) cited (Lucas and Spitler, 
2000); (Venkatesh and Davis, 2000); (Lee et al., 2004). 
 
The study adopted the TAM model. This is an information systems theory that 
denotes the acceptance and use of technology (tools). It further proposes that, several 
number of reasons inspired users‟ choice about how to use new technology as well as 
when to use that technology, particularly, “Perceived usefulness (PU) and Perceived 
ease-of-use (PEOU)”.This normally occurs whenever users are offered with modern 
technology. 
  
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"The degree to which a person believes that using a particular system would enhance 
his or her job performance"(PU). "The degree to which a person believes that using a 
particular system would be free from effort" (Davis 1989). 
 
Because new technologies such as personal computers are complex and an element 
of uncertainty exists in the minds of decision makers with respect to the successful 
adoption of them, people form attitudes and intentions toward trying to learn to use 
the new technology prior to initiating efforts directed at using.  
 
Therefore applying P.U. to Cloud SaaS is believed that information professionals‟ 
job performance will be improved. With Perceived ease-of-use (the information 
professionals‟ will have little or no challenge in using the Cloud SaaS.  
 
 
Source: The Technology Acceptance Model, version 1. (Davis, Bagozzi & Warshaw 1989) 
 
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1.9   Organization of Work  
The study was organized under six chapters.  
Chapter One dealt with the introduction to the study. These include background of 
the study, definition of terms, study area, research problem, purpose of the study, 
objectives of the study, research questions, significance of the study, scope and 
organization of the study.  
 
Chapter Two covered the review of relevant literature for the study. Literature was 
reviewed in relation to the objectives of the study. These include Library 
Management System, Cloud SaaS (Software as a Service), Cloud SaaS Security, 
Cloud SaaS benefits; Cloud SaaS Challenges, In-house Software Management, as 
well as Challenges related to library management systems.   
 
Chapter Three emphasized on the research methodology adopted for the study. 
These are the research design, selection of case study, population and sample size, 
instrumentation, instrumentation, mode of data collection, data analysis and 
presentation of results as well ethical considerations. 
 
Chapter Four  dealt with the data analysis and presentation of results.  
 
Chapter Five covered the discussion of the findings which was based on the 
findings related to the study objectives. 
  
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Chapter Six sums up the findings and covered the summary, conclusion and 
recommendations including further studies. 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
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CHAPTER TWO 
LITERATURE REVIEW 
2.1   Introduction 
Literature review implies, locating and summarizing the studies about a topic one is 
researching on and may also include theoretical articles or thought pieces that 
provide frameworks for thinking about topics (Creswell, 2009). 
The review “creates a firm foundation for advancing knowledge. It facilitates theory 
development, closes areas where a plethora of research exists, and uncovers areas 
where research is needed” (Webster and Watson 2002).  As cited in Creswell (2009), 
Cooper, 1984; Marshall& Rossman (2006) stated that the literature review 
accomplishes the following purposes:  
 It shares with the reader the results of the other studies that are closely related 
to the one being undertaken.  
 It relates a study to the larger, ongoing dialogue in the literature, filling in 
gaps and extending prior studies. 
 It provides a framework for establishing the importance of the study as well 
as a benchmark for comparing the results with other findings.  
 
The study reviewed relevant literature on Cloud Software as a Service. The study 
was thus organized under the following themes related to the objectives of the study.  
i. Library Management System 
ii. Cloud SaaS (Software as a Service) 
iii. Cloud SaaS Security 
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iv. Cloud SaaS benefits  
v. Cloud SaaS Challenges  
vi. In-house Software Management  
vii. Challenges related to library management systems    
 
2.2   Library Management System 
According to Kumar (2011), libraries are offering services through the 
implementation of library systems that are recognized as a needed tool in the 
provision of effective customer services as well as stock management. He stated that 
these systems were grounded on the knowledge and experience of information 
professionals over the years. Veronica et al (2008) postulated that, library 
management software is an initiative resource development for library, which is used 
to track collections that are owed by the library, as well as circulation purposes. 
Valuable library automation software may include KOHA, Greenstone, LIBsis, and 
Granthlaya. 
 
A library system usually includes a relational database, software that interacts with 
database, with two graphical user interfaces. Library systems module includes: 
Acquisitions, Cataloguing, Circulation, Serials, Online Public Access Catalogue. 
Dowlin (1985) defined the term 'integrated library system' as a system with a 
circulation system, a public access catalog and possibly an acquisitions system. 
According him, several vendors have included film booking, community resource 
files, and inter-library loan.  
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A study conducted by Rao and Sainul (1999) in India about the needs of library 
automation. The study provided an overview of the features and functions of library 
and discusses the need for automation software in libraries. They further discussed 
features that library automation software should have in the context of the internet. 
In addition, their paper examined the need for evaluation of library automation 
software, factors to be considered, and lists used for selection and evaluation of 
library automation software.  
 
The findings of Kumar (2011), a comparative features of integrated library 
management software systems  in Delhi in the selected Library Management 
Software Systems, showed  that Liberty and Virtua  were the best software when 
compared to the other selected LMS systems having regard to supporting library 
standards, technology standards, offering enhanced services and also incorporating 
most recent technological advancement. Their results also revealed that nearly both 
software packages supported different hardware and software platform. Based on the 
gathered results, NettLib which follows after Liberty andVirtua supported maximum 
library standards. On the other hand, looking at web compatibility of the software for 
their different management modules, Liberty and Ls-Premia provide a total web-
based solution for all of its management modules. In addition, the analysis relating to 
offering enhanced services reveals that Liberty is the only software among other 
selected LMS systems that offered maximum enhanced services. It is both surprising 
and disturbing to note that despite the fact that librarians are involved in designing 
Library Management Software Systems and thus presumably should be aware of the 
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requirements of not only themselves but also fellow librarians in addition to users, 
several of the selected software packages studied did not provide certain important 
features. This is particularly noticeable with the free E-Granthalaya package, which 
fared worst yet, was the result of cooperation between programmers and library 
experts and based on the needs of Indian libraries. 
 
Some important library software packages like Granthalaya, LibSys, Sanjay, 
Suchika, Basisplus- Techlibplus were evaluated. Factors for the selection for the 
evaluation of these software packages were facilities provided in the software 
packages, hardware requirements, operating system platforms, language of software 
development, search facilities, (Saxena and Srivastava, 1998). The writers concluded 
that Sanjay ver. 2.0 was suitable for small libraries, while Suchika, Granthalaya, and 
LibSys were most suitable software packages for big libraries. 
 
2.3   Cloud SaaS  
Several studies have been conducted on Cloud SaaS as a new emerging technology 
providing cost effective benefits to organisations. . According to Cho (2011), the 
new developed SaaS application has shown that there is the possibility of cost 
reduction on task and maintenance. Also extra expenditures that are required for 
upgrading the systems have the possibility of being reduced. Fariba et al (2015) add 
that the prospect of SaaS provides several considerable chances that help in 
improving the use of IT in firms deprived of cost and maintenance. Equally, a study 
by Judith (2013) has also indicated that, one cannot avoid the fact there are relevant 
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issues that surround in the direction of contemporary information setting. “She stated 
that a way of shifting from the hardware and software demands of storing and 
organizing data, to information access concerns. That is because with the exponential 
growth in information sources and all accompanying complexities, the limited 
capacity of libraries to host their own in its entirety necessitates opting for 
alternatives in the cloud”. SaaS is fast advancing. Gartner Group approximation of 
SaaS sales reached 10 billion US dollars in 2010, and these have been anticipated to 
the growth of 12 billion US dollars in the year 2011. This was an increase of about 
20.7 percent from the year 2011 (McHall, 2011). (Barret, 2010), postulated that 
customer relationship management (CRM) remains the largest advertiser for SaaS 
forecast and expected to reach 3.8 billion US dollars in 2011 an increased level from 
3.2 billion US dollars in the year 2010. The study by Cho (2011) on a SaaS-based 
library management system for the Korean library network indicated that most 
organizations install on their computers application software that they procure, 
adding that the emergence of SaaS allowed clienteles to contract networked 
commercial software.    
 
Kim (2015) postulated that “Users‟ confirmation with expectations positively affects 
their perceived usefulness and satisfaction level; Users‟ perceived usefulness and 
satisfaction positively affect their intention to continue using such collaboration 
tools. Users‟ prior experience with such tools and their IT skills has a moderating 
effect on the relationships among confirmation, perceived usefulness, satisfaction, 
and continuance intention”. The findings on the study “User acceptance of SaaS-
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based collaboration tools: a case of Google Docscan “depicted how vendors can 
implement organizations with useful schemes and procedures to improve users‟ 
acceptance of SaaS collaboration tools (Kim, 2015). 
 
Cho (2011) outlined three major functionalities of SaaS that included the following: 
(1) The stand of SaaS  
The following complete functionalities are needed: 
 metadata system: this manages the approval of software and the verification 
of confined libraries; 
 service disseminator: this is where the relevant instance of logged-in library 
are directed to, based on selected application; 
 billing system: this charges the capacity treatment of carefully chosen 
confined library; and 
 management of the system:  this handles the control, the backups and systems 
features. 
 
(2) The stand of Network: this functionality allowed the sharing of resources through 
consortium building and also support interlibrary loan.  
 
(3) The customer: this is where a user interacts with the system within the confined 
library and be able to access essential facilities.  
 
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Cho (2011) concluded that the application of SaaS in library management system 
will not only boost cost-effective competence of confined library procedure, but also 
boost its operation. 
 
2.3.1   Outsourcing  
According to Tayntor (2001) the word “outsourcing” has been in existence not quite 
long that is in the 1990s. Outsourcing is said to be an approach by which a firm 
employs by using external resources for its current tasks that, traditionally, involve a 
small number of people and resources. Aspray et al, (2006) also defined outsourcing 
as “a situation in which a company shifts a part or parts of its work to another 
organisation”. Outsourcing is an agreement whereby one firm offers services for 
another firm that could have been delivered in-house. It also means the decision of a 
firm or company to purchase its products from an outsider, instead of executing the 
same task using inside facilities so as to reduce cost. 
 
The term outsourcing is a development that is becoming more corporate in IT and 
other businesses for services that have usually been regarded as fundamental to 
managing a business. As it is happening now in some situations, the whole 
information management of a business is subcontracted or outsourced.  From 
researchers‟ perspectives, the history of outsourcing began in the early years of the 
20th century with major companies in control for generating their properties from 
unfinished to finished produce. This also paves way for companies like the 
automobile delegating some the manufacturing work to different firms for the 
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manufacturing of portions of the products. The key point of doing this was cost 
reduction. This is in line with (Davis et al, 2006). They stated that currently, all 
automobile companies “outsource parts, sub-assemblies, assemblies, and modules of 
autos”. 
 
Equally, in the development of outsourcing in the field of information technology 
(IT) businesses sprung up in the 1960s which saw high price in computing 
machinery that needed a considerable amount of space (Lee et al, 2000). According 
to them aside the large space required to run and maintain the computers, one needs 
huge sum of money to be able to acquire the computer hardware.   
 
2.3.2  Outsourcing Benefits 
Administrators in advanced countries are gradually fascinated in subcontracting as a 
basis of affordability and worth making. Chukwunonso and Ribadu (2013) explored 
some benefits of outsourcing ICT to a vendor company in Nigeria. They indicated 
that cost savings were the most reason for outsourcing. 
• Cost savings 
• Focus on Core Business 
• Creating leisure time 
• Scalability 
• Risk management 
The study by Leavy (2004) revealed that a growing attention in subcontracting 
serves as a potential means of worth making that is typically evolved in advanced 
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countries for the past two decades. His claimed was that there has been a growing 
consciousness of the probable outsourcing to support a range of policies beyond that 
of lower cost by outlining the four most promising prospects for using outsourcing 
approaches which include focus, scale without mass, disruptive innovation, and 
strategic repositioning. 
 Strategic Focus: The attention of group assets rest on the actions that can be 
established and subcontract greatly. Traeacy and Wiersema (1993) stated 
that, all these three are keys in conveying value to clients, but the 
organizational abilities and beliefs that uphold them are not the same, and 
regularly divert in different ways. 
 Scale without mass: Leavy (2004) stated that one striking feature of 
outsourcing is that it gives firms the chance to expand in the face of market 
square devoid of corresponding development in organizational scope. A firm 
with a well-planned outsourcing develops greatly and free from the untimely 
internal shift from its informal entrepreneurial stage to a more administrative 
method of procedure. 
 Disruptive innovation: To achieve this disruptive revolution, there is the need 
to generate a complete new section at a price point underneath the 
bottommost of the present-day market and then control this section as it 
expands. 
 Strategic repositioning: International Business Machine (IBM), a longtime 
industry leader has a strategic repositioning which is not often easy. 
However, one of the main strategic bets that Gerstner (2003) made as part of 
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the turnaround at IBM in the mid-1990s was that services, not technology, 
would be the major growth area going forward, particularly in the corporate 
computing market. 
 
2.4   Cloud SaaS Security 
“Cloud computing can be defined as a style of computing, where extremely scalable 
IT-enabled capabilities are delivered as a service to external customers using Internet 
technologies” (Gartner 2009).  Yuvaraj (2015) also defined the word “security” to 
mean “a general word used to suggest several rules, tools and controls used for 
keeping records, uses and the related arrangement within the cloud”. 
 
Kippenberger (2000) wrote on "E-security": The Antidote about an Antidote 
colleague who tasted World‟s Best Chocolate Fudge Brownies during a break. “He 
stated that, the lady on her return home discovered that the recipe was up for sale. 
She therefore sent a letter (confidential) that was sealed in an envelope (integrity) 
with enclosed credit card and signature (authentication) through a registered post 
(non-repudiation)”.  Kippenberger (2000) argued that by doing so the lady had 
certified the four principal security functions for commercial transaction which 
included the following: 
 Confidentiality – set of rules or promise that limits access on certain type of 
information. That is keeping information private. 
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 Integrity – the act of being honest and having strong moral principles. That is 
information has not been altered. 
 Authentication – the act of confirming the truth. That is confirming the 
identity of an individual. 
 Non- repudiation – the guarantee that someone cannot deny something; by 
certifying that information cannot be disclaimed. 
 
According to the new Gartner (2015) Report, Cloud Security encompasses 
technologies and standards that improve the security and reliability of cloud 
computing implementations.  
 How software-defined perimeters will appeal to organizations looking for 
innovative and secure ways to both connect and collaborate with their digital 
business ecosystem. 
 How the extension of data centers into the public Cloud also has placed a 
focus on software-based approaches for segmentation. 
 Which critical security trends are essential for you to follow as you plan your 
Cloud security implementation? 
“No data security system is impassable. Compromising the secret key, tampering 
with the public key, viruses, direct cryptanalysis or even old-fashioned breach in 
physical security, are all possible exposures” (Kippenberger, 2000). Patel and Rekha 
(2014) stated that, in dealing with Software as a Service (SaaS) model, customer 
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relies on the vendor for appropriate security controls. It is therefore essential that the 
several users of the service have each other‟s information or data kept undisclosed.   
The following were some proposed solution (Patel and Rekha, 2014) commended for 
Cloud vendors to help curb the collective security threats that outdated 
communication systems face:   
 Verification and permission: the application for the permission and 
verification employed in organistional settings require changes to provide a 
safer cloud working environments. 
 Data confidentiality: this refers to the avoidance of unintended circulation of 
protected secretive material.  
 Availability: this confirms the dependable and well-timed right to use cloud 
services. Cloud vendors are very much concerned with availability. This is 
because any disruption or compromising of cloud service will create 
problems for customers.  
 Data Access: access to information is about the rules on security that are 
provided to customers as they access data. There are rules that govern every 
worker in an organisation concerning data access. These rules must be 
followed by the cloud vendors to prevent illegal users gaining access to 
organisaton‟s information. 
 Security on Network:  SaaS distribution model handles high sensitive data 
which is stored at SaaS locations.  Data therefore need to be kept secure to 
inhibit leakage of delicate info as data run over the network.  
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 Data breaks: The cloud is a high possible target. This is because files coming 
from countless consumers and commercial firms are organized in the cloud 
settings, penetrating through this setting makes the files a possible susceptible 
for all users. 
 
Yuvaraj (2015) similarly claimed that safety in the cloud involves the security of 
files and the facilities presented by the cloud vendor. He maintained that the 
safety concern are generally characterised into two kinds or categories which 
include the one being confronted by the cloud vendor and the other by customers. 
He described some of the top threats to cloud security as follows: breaches of 
data, files damage, stealing of accounts, repudiation of service outbreaks, 
mischievous insiders, mishandling of cloud application, shared technology 
vulnerabilities. 
 
According to Yuvaraj (2015), data breach or a break in data occurred as a result 
of important and sensitive information leakage; data loss normally are caused by 
malicious attackers or invaders or unintentional deletion by the cloud service 
providers or in the event of physical disasters like fire or earthquakes; account or 
service traffic hijacking he stated, arises through several means such as  fraud 
and manipulation of software susceptibilities; insecure interfaces and application 
programmer interfaces is the situation whereby the interfaces or APIs 
(Application Programmer Interfaces) are not properly secure, hence any 
uncertainty or insecurity to these  APIs might cause a disaster in the cloud 
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services; with the  denial of service attacks happened when users are being 
denied of the cloud services even to the extent of not having access to their own 
information and suggested and an Intrusion Detection System for defence against 
such occurrences that is DoS (Denial of Service); malicious insiders normally 
operate within the organization or any organization as malicious insiders causing 
the entire cloud facility becoming unstable and thus breached the organization 
security to access advantaged data or information and finally on the shared 
technology vulnerabilities it creates threat on the cloud since various services are 
distributed  through the shared infrastructure, platforms and applications. The 
study of Yuvaraj (2015) attempted to fill the gap and provided solution to 
security concern that had been the main foundation of non-adaption of cloud 
computing in libraries. 
 
2.5   Cloud SaaS benefits 
SaaS is valuable to firms and individual users for several reasons. A study by Aleem 
and Sprott (2012) showed that organisations adopt cloud computing mainly because 
of the used of the businesses resources. They indicated that the impression of 
attaining cost on an ideal “pay as you use” was a great striking alternative for 
providers. Romero (2012) reported that Cloud computing was a high accessible 
platform that guaranteed  swift right to use to hardware and software over the 
Internet, and offered a relaxed access and controlled processing easily managed by 
non-specialist users. Romero (2012) outlined some advantages of Cloud computing 
adoption: 
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 Cost reduction: the capability to increase or decrease the hardware and 
software resources usage. 
 Scalability: “Pay as you go” permitting a  well-organised control of outflows. 
  Lower investment, reduced risk: there is a development the planned resource 
and error-checking which include hardware and software. 
  Support included: cloud service providers ensure maximum advanced 
security procedures, with invaluable and in-depth experience in the service. 
 Greater security and accessibility: testing and evaluation of cloud resources 
are accessible from any geographical area free of charge. 
 
Safari et al. (2015) conducted a study on “the adoption of software-as-a-service 
(SaaS): ranking the determinants”. The study revealed that all attributes of 
Technology, which include relative advantage, compatibility, complexity, 
trialability, observability and security and privacy; Organisation which also include 
IT resource, sharing and collaboration culture as well as the environment competitive 
pressure, social influence, were significant in the acceptance of SaaS. Equally, Rader 
(2012) mentioned certain consumer benefits of SaaS which included the following: 
 Easy end-user startup - no need to wait for internal IT projects completion 
because customers can access computing capabilities. 
 Access anywhere - competences are obtainable over the web through 
multiple devices, comprising phones, laptops and portable digital assistance. 
 Quick scalability - abilities can be quickly go up or down to match the 
workload. 
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 Additional utilities - no need for third-party or additional installations.  
Comparison, “the early Internet offered the promise of worldwide computing, 
but only provided the data network. Now cloud-based core software functions 
and a variety of applications have become universally and constantly 
available as well, thus potentially boosting organisation productivity” Rader 
(2012). 
 
2.6   Cloud SaaS Challenges 
Challenges about SaaS have had a lot of discourse.  Nothing is ever free. Software 
vendors and customers are faced with challenges when moving from an “on-
premise” to a SaaS model, (Vannini, 2014). 
The C.E.O of Compass, the leading solution for automated management reports and 
benchmarks for small and medium-sized online business, made a presentation before 
leaders of the SaaS players at The Small Business Web Summit on the State of SaaS 
2014 and its Challenges.  
Herrman (2014) reported that  SaaS business at Compass were closely conversant 
with both the unique prospects and dense challenges in their market. But they also 
had a unique viewpoint to offer, that is data. He stated that between 10-15 years 
since the inception of SaaS as an industry, “it‟s now been planted firmly in the 
mainstream of conversation, but its disruptive wave is still getting started”. 
 
The presentation revealed other finding about Compass data on SaaS. According to 
Herrman (2014), the biggest challenge was distribution despite the funding being 
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received that affirmed “Gartner‟s forecasts on SaaS market that will grow at 20% 
through at least 2020, almost 3 times as fast as software overall and there remains 
ample opportunity for greater global penetration over time. Salesforce represents the 
shining star of possibility, consistently growing at more than 30%”. SaaS companies 
rely greatly on direct sales, at nearly twice the rates of every other network, but can 
afford only modest sales teams of 1 or 2. The indication here was that the huge 
majority pay nothing for marketing or advertising.  Of all SaaS companies in 
Compass, only 7% achieve even 10,000 users. The challenges of these packed 
markets were also driving a push away from SMB audiences and into more 
profitable enterprise markets.  Intuit, Oracle, Adobe, Microsoft, Google, SAP are 
mainly software industry giants that dominate SaaS revenue (Herrman, 2014).   
 
The finding of Aleem and Sprott (2012) revealed that data loss and leakage which 
accounted for 73.5 % from the analysis were voted as the top threat to cloud 
computing by respondents from their study, “Let me in the cloud: analysis of the 
benefit and risk assessment of cloud platform”. 
 
2.7   In-house Software Management  
Barrett & Baldry (2003) defined “In-house process or methodology as the service 
that is delivered by a committed   resource directly hired by the consumer firm. In 
this case both monitoring and control of performance are directed under the terms of 
conventional link between owner and worker”. 
 
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2.7.1 Pros & cons of in- house software management  
Pros of in- house development of library systems 
Wise (2007), opines that the most significant benefits of in-house method is the 
opportunity to develop individuals rather than contracting from external provider, 
and thereby help in the career development among the employees. He provides 
insight to the benefits of in-house approach: 
1. People who are in-house own their work. In-house workers usually will 
perform better than outsourced workers, not the people for whom they are 
working by proxy. 
2. Results of long-term financial analysis usually support in-house rather than 
outsourcing option. For instance, USA-based Abrazo Health Care saved $2 
million by providing its IT data centre in-house, rather than outsourcing it. 
3. In-house option has been found to result to improve employee as well as 
customer satisfaction at the same time. 
4. In-house offers the company the opportunity to grow people instead of hiring 
from outside, and so provide career prospects that reduce staff turnover. 
According to Clydebuilt (2012), the following are some of the pros and cons of in-
house development management: 
Pros  
 In-house development engages the IT staff thereby becoming proactive.  
 In-house developers believe cost involved in the development is extremely 
cheaper.  
 There is total control since you are not linked to any third party or outsourcer.  
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 Control over the software becomes very significance particularly with 
planned development. 
 There is a well-defined requirement as required by the consumer. 
 All being well the in-house development will be appropriate with current in-
house software. 
 There is also the surety of familiarity.  
Cons  
 A valuable expense is required to develop new system.  
 There is time consumption trying to define systems project specifications. 
This also entails involving the procedural and the functioning staff.  
 Pressures are abound to mount on in-house developers to meet deadlines. 
 Certain areas in the development cycle require skilled IT personnel.  
 Outsiders coming in might be inexperience with pertinent warehouse skill.  
 Systems error check can be very lengthy. 
 Most executives may find it difficult to argue with IT developers since they 
can become well vested in technology. 
Atkin and Brooks (2005) make available additional understanding on the 
disadvantages of in-house approach: 
 Problems in the controlling of the service arises when there is a poorly 
defined scope and with higher supervision costs and lowering of customer 
satisfaction. Meeting interested parties is very necessary. 
 Without proper description of roles and tasks, it becomes very hard to 
quantify the performance of in-house developers. 
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 Self-satisfaction is on the prevalent threats to the in-house team‟s success and 
this is easily observed by clienteles. 
 
2.8   Challenges of ICT application in library software  
 Biswas (2012) reported that Library professionals in the state of West Bengal were 
mostly accustomed with the Windows Operating System and consequently have 
introduced library automation software in this OS. He stated further that modern 
library automation software are very advanced in nature and require lots of technical 
understanding during and after its development. Some fundamental requirements 
nowadays are the Web2.0 compliant virtual existence of the library along with 
OPAC and Digital Library Software delivering actual documents.  
The study by Kari & Baro (2014) on Nigerian Universities Libraries, revealed some 
of the challenges in the use of library software. According to them, computer 
software packages are designed to perform specific functions for computers or 
information communication technology (ICT) processes. The function of the library 
is to support learning, teaching and research process in the university (Anafulu, 
1996). (Singh, 2003) affirmed that use of ICT enables the library not only to offer its 
public the right information accessible within it but also helps to access other 
libraries. 
 
According to Baetjer (1998), “software is an exemplified knowledge and because 
that knowledge is initially disseminated, tacit, latent and incomplete in large 
measures, knowledge is brought together and embodied in the software”.   
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Adeyomoye (2008); Agboola, (1993); Zaid, (2004); Imo and Igbo (2011) claimed 
that Nigerian academic libraries have experienced many challenges which included 
intermittent power, inadequate professional librarians to support projects, lack of 
maintenance and support agreements, poor ICT infrastructures, poor funding and 
poor ICT skills among library staff. Saxena and Scrivastava (1998) indicated that 
major challenge of library automation in Nigeria has to do with the choice of 
software. The selection of suitable software packages for libraries is a challenge due 
to lack of good latest comparative studies (Saxena and Scrivastava, 1998). 
Onohwakpor and Anre (2007) “observed that software selection decision in libraries 
is based on report from other colleagues through seminars”. 
 
The literature reviewed has provided an understanding into the present 
developments, reflections in the field of Cloud SaaS. Additionally, related works of 
researchers in the past have been studied with a vision to predicting gaps in the 
literature where the present study may add to filling. 
Reasonably a number of studies in relation to Cloud SaaS (Software as a Service) 
have been conducted. However, in relation to its application in the information 
services centers such as libraries, very little attention has been given. 
 
The researcher deems it essential to undertake the study as he envisions that the 
study will add a fresh element and also serve as gap filling. 
The first objective of the study is to find out the security effects of Cloud SaaS or In-
house Software Management. 
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 The second objective of the study is to compare the benefits of procuring either 
Cloud SaaS or in-house Software Management Systems. 
 
 
 
  
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
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CHAPTER THREE 
RESEARCH METHODOLOGY 
3.1     Introduction  
This section deals with the research tools, methods, procedures, mode of data 
collection and presentation and how data was analysed. “A method implies a way or 
a procedure of getting specific things done. It is the idea of  a laid down or accepted 
or normally adopted way of getting specific procedures, techniques, ideas and 
thought processes followed in getting specific things done and or in achieving 
particular ends or objectives”, (Kumekpor (2002). The methodology covered the 
research design, selection of case, population size, sampling technique, 
instrumentation, and mode of data collection and presentation of results.  
3.2     Research Design 
Research design is the overall plan for obtaining answers to the questions being 
studied and for handling some of the difficulties encountered during the research 
process. The study used the survey method in comparing the benefits and risks of 
Cloud SaaS (Software as a Service) versus In-house Software Management for the 
development of a Library Management Software. 
Survey research provides a quantitative or numerical description of trends, attitudes 
or opinions of a population by studying a sample of that population. It includes 
cross-sectional and longitudinal studies using questionnaires or structured interviews 
for data collection, with the intent of generalizing from a sample to a population 
(Babbie, 1990). This study adopted the quantitative technique. The researcher 
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administered the questionnaire to obtain data from staffs which aided the study to 
conduct a statistical analysis. 
  
3.2.1     Selection of Case Study 
University of Professional Studies, Accra (UPSA) was chosen for the study. UPSA is 
a public university that offers undergraduate and postgraduate programmes whilst 
providing tuition for internationally recognised, acclaimed Business Professional 
Programmes. The UPSA offers ; Marketing, Accounting, Business Administration 
and Banking and Finance, as well as Auditing, Accounting and Finance, Marketing 
and Master of Science & Master of Philosophy in Global Leadership and Corporate 
Governance at the under graduate and post graduate levels respectively. The current 
student population of the UPSA stands at thirteen thousand (13,000),  (UPSA Hand 
Book, 2013). 
 
The UPSA has undergraduate and post graduate libraries located in separate 
buildings. The undergraduates‟ library has a sitting capacity of 200 whilst the sitting 
capacity of the graduate school library stands at 32. The library has a unique 
collection of a balanced blend of both academic and professional reading and 
research materials that support the University‟s mission of producing scholars and 
professionals. The library also has an electronic support unit that stocks very large 
volumes of electronic journals, databases as well as electronic books which users 
access for research purposes.  
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Some of the reference materials available in the Library include:  past examination, 
CDs, Encyclopedias and World Books, dictionaries, Revision kits for professional 
books and Newsletters. One can also find publications from both public and private 
institutions as well as individuals in the library‟s collection.  The library also has a 
collection of dissertations for reference purposes only. Services in the library include 
charging and discharging, reference and research, photocopying, binding, electronic 
search (UPSA, hand book, 2013). During the study, the researcher also found out 
that the university has completed a new ultramodern six-floor library complex. This 
was in line with the library‟s mission in promoting and providing a conducive 
learning environment for students and the entire fraternity.  
 
3.3     Population  
The Population used for the study was fifty four drawn from the library, finance, and 
Information Technology (IT) departments. According to Frankel and Wallen (1995), 
“a population is the larger group to which one hopes to apply the results of a study”.   
Table 3.1 Population 
 
Departments No.of staff 
Library 20 
Finance 16 
IT 18 
Total 54 
 
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3.4     Sampling size  
Alreck & Settle (1985) proposed a sample size of ten percent (10%) of entire 
population. Fraenkel & Wallen (2002) claimed that there is no clear cut answer to the 
question on sampling size selection. They opined that, the best answer lies in a 
sample which is as large as the researcher can rely on to obtain the required data with 
affordable time and energy. In their view, the sample size should not be too small or 
too large. In this regard the entire population was used. 
 
3.5     Instrumentation 
Social investigation demands that information should be gathered from human 
beings and institutions on specifically defined topics. Also, in order to acquire 
firsthand knowledge of a particular phenomenon, one has to observe that 
phenomenon (Kumekpor, 2002). Information can be gathered through the use of 
interviews, questionnaires, observation and so on. This study however, used the 
questionnaire method to gather data which was implored from the staffs. 
 
3.5.1  Questionnaire 
“A questionnaire is a device consisting of a series of questions dealing with some 
psychological, social, educational, organizational and so on, issues sent or given to 
an individual or group of individuals with the objective of obtaining data with regard 
to some issues under investigation” (Koul, 1984). 
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A questionnaire was chosen for this study because it served as a good tool, since it 
can be used to implore answers from people at the same time. Aside being affordable 
to manage, it also served as a great instrument of confidentiality.   
The questionnaire which contained inquiries on Cloud SaaS and In-house Software 
Management for the development of a Library Management Software was self-
designed and included both closed and open ended questions that provided specific 
responses from the respondents and also gave them the opportunity to air their 
opinions.  
The questions were arranged and divided into five broad sections and contained 
twenty five items.   
Section A dealt with biographical data of respondents. This included questions about 
the education background, number of years respondents have worked, and the 
department of the respondents.  The Section B also dealt precisely with the security 
assessment of outsourcing and in-house development of library management 
software. Section C looked at the procurement cost. At the Section D the human 
capital training of staff was observed. Section E looked at the maintenance cost and 
finally Section F focused on the challenges encountered by staff using library 
management software. 
  
3.6  Mode of Data Collection 
Primary data and secondary data were employed in this study. The primary data 
included the use of questionnaire and the secondary data included areas of research 
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that have been conducted under the one being studied.  “Primary data are those 
which are collected afresh and for the first time, and thus happen to be original in 
character. The secondary data, on the other hand, are those which have already been 
collected by someone else and which have already been passed through the statistical 
process” (Kothari, 2004). 
Respondents were reached at the various departments through the permission of their 
Heads. Data collection was arranged after establishing the initial arrangement with 
the Heads represented in each department. “The collection of data in research is very 
essential whether it is a primary or secondary data this is because data are necessary 
to provide the solution of the problem and data as an essential element in any 
educational research because it provides a solid foundation for the study” (Singh, 
2006). 
 
3.7    Method of Data Analysis/Presentation of Results 
“Data Analysis is the process of systematically applying statistical and/or logical 
techniques to describe and illustrate, condense and recap, and evaluate data”. It is an 
important aspect of research process after data collection. Data analysis is the process of 
extracting from a given data, relevant information from which a summarized and 
comprehensible numerical description can be formulated.  
Data analysis is conducted to reduce, organize and give meaning to the data (Burns & 
Grove, 1999). The study used the Statistical Package for the Social Sciences (SPSS) system 
to analyse the collected data. The graphical tools in the SPSS were thus used to develop 
tables and frequencies. 
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3.8   Ethical considerations 
According to Frankel and Wallen (2000), “all subjects should be assured that any 
data collected from or about them would be held in confidence”. There are several 
ethical issues that should be noted while collecting data. It includes several people 
during the research period, respondents and the interviewees. Ethical aspects in 
research paper represent the issues of how researchers should treat respondents 
during the process of research or how to maintain equality between the researcher 
and the respondents (Bryman & Bell, 2011; Sekaran & Bougie, 2010).  
 
The researcher assured the confidentiality of all participants and that the intended 
study was for academic purpose. The study ensured that all ethical matters bordering 
privacy and secrecy of participants were adhered to. The research was therefore 
directed in line with the Code of Ethics that the University of Ghana upholds in 
conducting a research.   
 
 
 
 
 
 
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CHAPTER FOUR 
DATA ANALYSIS AND PRESENTATION OF RESULTS 
4.1 Introduction 
Chapter four presents the analysis of data collected and forms an essential aspect of 
the research method. Taking out the analysis of the collected data means that all data 
gathered will remain worthless to the people it was supposed to benefit. The raw data 
are meaningless unless certain statistical treatment is given to them (Singh, 2006).  
Descriptive statistics such as frequency distribution were used to assess the 
demographic profile of the respondents. Descriptive statistics allow the researchers 
to present the data acquired in a structured, accurate and summarized manner 
(Huysamen, 1990). The study used the Statistical Package for the Social Sciences 
(SPSS) system to analyze the data collected.  
 
The entire questionnaire administered was 54 but only 52 were returned. Therefore, 
there was a return rate of 96.3% which indicated an excellent response rate. As cited 
in Mingle (2015), Babbie and Mouton (2002) stated that 70% response rate is 
considered as very good and therefore, the 96.3% response rate is excellent.  
The study covered the background of staffs, security assessment, procurement and 
maintenance of library management software. It also looked at the human capital 
expertise as well as the challenges facing the current library system. 
   
 
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4.2 Background of Respondents 
In other to appreciate the proportion of respondents, their education level, and 
department and their work experience, the respondents were asked to state their 
qualifications, department and number of years worked. This section therefore 
presents the background of the staff in terms of educational level, number of years in 
employment and their departments.  
 
4.2.1 Educational Level of Respondents 
This section presents the educational level of respondents. 
Table 4.1: Educational level of respondents 
Source: Field data, 2015 
Table 4.1 shows the various levels of education of the respondents. Majority of the 
respondents constituting 29 which represents 55.8% have first degrees, whilst 12 
respondents which represent 23.1% have Masters Certifications. A total of 7, 
representing 13.5% were those with diploma qualifications, and 3 respondents 
representing 5.8% have MPhil. The study also revealed that only 1 respondent which 
Qualification Frequency Percent (%) 
Diploma 7 13.5 
First degree 29 55.8 
Second degree 12 23.1 
MPhil 3 5.8 
Others 1 1.9 
Total 52 100% 
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represents 1.9% from the survey had a different educational background; that is, a 
professional qualification.  
 
4.2.2 Department of Respondents  
This section presented a cross tabulation between the number of years of respondents 
and their department. In all, three departments were covered made up of library, IT, 
and the finance in the university. 
Table 4.2: Department as given by respondents 
Number of Years 
Department 
Total Library IT Finance 
 Under one year 5 3 4 12 
1-5 years 6 5 3 14 
6-10 years 4 3 3 10 
Over 10 years 4 5 6 15 
Others 0 1 0 1 
    Total 19 17 16 52 
Source: Field data, 2015 
Table 4.2 above shows the categories of range of years and department by the 
respondents. A total number of 15 have been in employment for over ten years, these 
are finance (6), IT (5), library (4). This was followed by 14 respondents who have 
worked between one to five years, these are library (6), IT (5), finance (3). Those 
who have spent less than one year in the employment constituted 12, these are library 
(5), finance (4), IT (3); whiles those who have spent six to ten years formed 10, these 
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were library (4), IT (3), finance (3). The study also revealed that one respondent 
from the finance department mentioned “others”. 
4.3   Security Assessment  
The security of the IT services outsourced will depend on the providing firm, which 
is why rules and measures must be negotiated during the outsourcing contract (Fink, 
1994). It is one of the primary objectives of the study which sought to look at the 
security implication for outsourcing and in-house of library management software, 
the perceived advantages and risks decision.    
4.3.1   Outsourcing LMS will leak out vital information   
The section similarly wanted to find out from respondents their level of agreement 
on the issue of security implications of Cloud SaaS and In-house Software 
Management.  
Table 4.3: Outsourcing LMS will leak out vital information   
Responses Frequency Percent (%) 
Strongly Agree 21 40.4 
Agree 12 23.1 
Moderately Agree 11 21.1 
Disagree 1 1.9 
Strongly Disagree 7 13.5 
Total 52 100.0 
Source: Field data, 2015 
Table 4.3 above depicts their responses. It was shown that majority of the 
respondents constituting 21 (40.4%) strongly agreed to the assertion that outsourcing 
of library management software will disclose vital information. This was also 
followed by 12 respondents which represent (23.1%) who also agreed on the same 
leakage of information. It is of the fact that outsourcing will leak out vital 
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information which was moderately agreed by 11 respondents (21.1%). However, 7 
respondents representing (13.5%) strongly disagreed to this claim whilst 1 
respondent (1.9%) also disagreed. The finding shows that large proportion of the 
respondents representing (84.6%) have shown that outsourcing LMS will disclose 
vital information 
 
4.3.2   Outsourcing will reduce staff potential skills 
 
Outsourcing creates several staff-related problems. Thus, “the client firm is faced 
with possible conflict of the IT staff that sees outsourcing as a risk to their working 
position. IS/IT may find themselves before a dismissal, a retaining period, or a 
transfer to the service-providing firm” (Grover et al., 1994). 
This section presents further inquiry on how staff potential skills will be affected if 
the university should decide to go for outsourcing. 
 
Table 4.4: Outsourcing will reduce staff potential skills 
Responses Frequency Percent (%) 
Strongly Agree 17 32.7 
Agree 21 40.4 
Moderately Agree   5 9.6 
Disagree   2 3.8 
Strongly Disagree   7 13.5 
Total 52 100.0 
Source: Field data, 2015 
From Table 4.4 above, the highest responses which constitute 21 (40.4%) agreed that 
outsourcing will reduce the staffs‟ potential skills. This was strongly agreed by 17 
respondents (32.7%) of the respondents. Next, 7 (13.5%) strongly disagreed to this. 
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Also 5 (9.6%) moderately agreed, whilst 2 (3.8%) indicated disagreement that 
outsourcing will reduce staff potential skills. The finding shows that greater numbers 
of respondents which form (82.7%) have agreed to the assertion that outsourcing will 
put staff work at risk. 
 
4.3.3     Service providers may not have the library’s interest at heart 
 
The study again tried to find out from respondents what they think an outsourcer‟s 
interest will be towards the library. Table 4.5 below shows the responses given. Of 
the total 52 respondents, majority of the respondents constituting 18 representing 
36.2% agreed to the fact that outsourcers may not have the library‟s interest at heart 
and will therefore pose a security threat. This was followed by 11 respondents 
representing 21.1% also strongly agreed to the same view, whilst 11 respondents 
representing 21.1% disagreed to this. Another indication was that 8 respondents 
representing 15.2% moderately agreed with 4 also representing 6.4% strongly 
disagreed. The findings revealed that greater numbers of respondents which 
represents (72.5%) stated that agent or outsourcers may not have the library‟s interest 
at heart and can lead to poor quality of work. 
Table 4.5: Service providers may not have the library’s interest at heart 
Responses Frequency Percent (%) 
Strongly Agree 11 21.1 
Agree 18 36.2 
Moderately Agree   8 15.2 
Disagree   11 21.1 
Strongly Disagree     4  6.4 
Total   52 100.0 
Source: Field data, 2015 
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4.3.4    In-house LMS provides a safe and better secure environment 
 
This section dealt with the in-house development or provision for a safe and better 
security. The researcher sought to find out the level of responses to the question. 
 
Table 4.6: In-house LMS provides a safe and better secure environment   
Responses  Frequency Percent 
Strongly Agree 24 46.2 
Agree 19 36.5 
Moderately Agree 2 3.8 
Disagree 4 7.7 
Strongly Disagree 3 5.8 
Total 52 100.0 
Source: Field data, 2015 
Out of the total valid responses, 24 respondents which represent (46.2%) shown that 
they strongly agreed that in-house library management provision is a safe and better 
environment while 19 respondents representing (36.5%) indicate that they also 
agreed. However, 4 respondents (7.7%) disagreed that it was not safe to develop in-
house library management software, with 3 respondents representing (5.8%) strongly 
disagreed, and 2 respondents (3.8%) moderately agreed. The findings above in Table 
4.6 above shows that larger fraction of the respondents representing 86.5% agreed to 
the assertion that in-house software development is a safe and better secure 
environment. 
 
 
 
 
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4.3.5   There is a general risk reduction to have in-house LMS 
 
In-house approach is a “service that is provided by a dedicated resource directly 
employed by the client organization, where monitoring and control of performance is 
normally conducted under the terms of conventional employer/employee 
relationship, although internal service-level agreement may be employed as 
regulating mechanisms” (Barret and Baldry, 2003, p. 17). An in-house approach 
remains to deal internally with products or services that require skill and knowledge 
in order to serve customers better. The study therefore sought to find out about the 
risk involved in developing in-house software. Staffs were accordingly asked to state 
their responses. 
Table 4.7: There is a general risk reduction to have in-house LMS 
Responses  Frequency Percent (%) 
Strongly Agree 13 25.0 
Agree 25 48.1 
Moderately Agree 6 11.5 
Disagree 4 7.7 
Strongly Disagree 4 7.7 
Total 52 100.0 
Source: Field data, 2015 
From Table 4.7 above, respondents which constitute 25(48.1%) stated that they 
agreed to the fact there is a general risk reduction of having in-house library 
management software while respondents constituting 13 (25.0%) strongly agreed to 
that as well. Additionally, the respondents which also constitute 6 (11.5%) 
moderately agreed to it. However, there were respondents which constitute 4 (7.7%) 
who disagreed whilst other respondents constituting 4 (7.7%) also strongly 
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disagreed. The finding shows that large proportion of the respondents representing 
(84.6%) have shown that there is a general reduction involving in-house software 
development. 
 
4.3.6    When you provide a service to users over the Internet, such as a LMS 
link to your webserver, you expose your organization to new risks.  
 
As cited in Cervone (2010), Avery (2009) stated the “What is obvious is that virtual 
and cloud computing are changing the way information technology is implemented 
in organizations today. The question is no longer if virtual and cloud computing will 
be a reality, but instead when. Adoption of cloud computing is definitely 
accelerating”.  
As one of the key aims of the study the researcher sought to find out whether 
respondents were aware of the dangers information access over the internet could 
bring.  
Table 4.8: When you provide a service to users over the Internet, such as a LMS 
link to your webserver, you expose your organization to new risks 
Responses  Frequency Percent (%) 
Strongly Agree 5 9.6 
Agree 22 42.3 
Moderately Agree 17 32.7 
Disagree 3 5.8 
Strongly Disagree 5 9.6 
Total 52 100.0 
Source: Field data, 2015 
From the Table 4.8 above, majority of the respondents which constitute 22 
representing (42.3%) indicated that they agreed with the assertion that providing 
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services over the Internet that link LMS to a webserver could expose the university 
to new risks, while respondents constituting 17, which represent (32.7%) moderately 
agreed. Respondents which form 5 representing (9.6%), strongly agreed. 
Furthermore, a small proportion of the respondents which constitute 5 representing 
(9.6%) and respondents which constitute 3 representing (5.8%) strongly disagreed 
and disagreed respectively with the assertion.   
The finding shows that a large number of the respondents which represent (84.6%) 
indicated that providing services over the Internet that link LMS to a webserver 
could render the university to new threats. 
 
4.4     Procurement Cost  
In this section the researcher sought to find out the cheapest but quality and reliable 
library management software provision. This involved outsourcing as an 
improvement to library performance, the financial projections and so on.  
 
 
4.4.1   Will Outsourcing LMS truly Improve Library Performance? 
This section also wanted to find out from the investigation the responses of staff on 
how well outsourcing library system improves library performance. 
Table 4.9 below depicts the data analysis of respondents. This constitutes 20 
respondents   representing (38.5%) strongly agreed. Some respondents which 
constitute 11 representing (21.2%) agreed whilst others which constituted 11 which 
represent (21.2%) moderately agreed that outsourcing library software will improve 
library performance.  However, 8 respondents which represent (15.4%) disagreed 
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whilst respondents which form 2 representing (3.8%) strongly disagreed. The 
findings indicated 80.9% (forming a majority) of respondents believed that 
outsourcing of LMS will improve library performance. 
 
Table 4.9: Will outsourcing LMS truly improve library performance? 
Responses  Frequency Percent (%) 
Strongly Agree 20 38.5 
Agree 11 21.2 
Moderately Agree 11 21.2 
Disagree 8 15.4 
Strongly Disagree 2 3.7 
Total 52 100.0 
Source: Field data, 2015 
4.4.2    The Financial Projections are Accurate to Outsource LMS 
Furthermore the study sought to find out from respondents if financial projections 
are accurate to outsource library management software. From Table 4.10 below, 
respondents were asked as shown in the analysis. Majority of the respondents which 
constitute 23 (44.2%) moderately agreed, whilst respondents constituting 14(26.9%) 
agreed. The respondents who disagreed constitute 9 (17.3%), whilst those who 
strongly agreed constitute 5 (9.6%), with 1 respondent representing (1.9%) strongly 
disagreed. The findings show that a majority of respondents forming 80.8% said 
financial projections are accurate to outsource LMS of the university library. 
 
 
 
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Table 4.10: The financial projections are accurate to outsource LMS 
Responses  Frequency Percent (%) 
Strongly Agree 5 9.7 
Agree 14 26.9 
Moderately Agree 23 44.2 
Disagree 9 17.3 
Strongly Disagree 1 1.9 
Total 52 100.0 
Source: Field data, 2015 
4.4.3    Building own LMS will Reduce Cost for Budgetary Allocation 
 
The researcher also sought to find out from the respondents if in-house software 
development will reduce the financial cost on budgetary allocation. From Table 4.11 
below, out of the responses of 52, respondents constituting 25 (48.1%) indicated that 
they agreed of a reduced cost in budget if library software system is developed in-
house. Furthermore, respondents which constitute 12 (23.1%) strongly agreed, whilst 
respondents constituting 11 (21.2%) moderately agreed. The respondents which form 
2 (3.8%) disagreed, whilst another respondent which also form 2 (3.8%) strongly 
disagreed. The findings show that greater proportion of respondents representing 
92.4% agreed that if LMS is built in-house it will reduce the financial burden on the 
budget allocated for the library. 
Table 4.11: Building own LMS will reduce cost for budgetary allocation 
Responses Frequency Percent (%) 
Strongly Agree 12 23.1 
Agree 25 48.1 
Moderately Agree 11 21.2 
Disagree 2 3.8 
Strongly Disagree 2 3.8 
Total 52 100.0 
Source: Field data, 2015 
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4.4.4   Getting the Best ServiceProvider to Build LMS is a Challenge 
Outsourcing normally goes through the process of “downselecting” in making sure 
that a qualified and best outsourcer who is capable of doing the job is selected.  
The study therefore sought to find out from respondents whether getting a qualified 
outsourcer was a challenge. The levels of responses given are depicted in Table 4.12.  
Table 4.12: Getting the best outsourcer to build LMS is a challenge 
Responses  Frequency Percent (%) 
Strongly Agree 8 15.4 
Agree 20 38.5 
Moderately Agree 11 21.1 
Disagree 9 17.3 
Strongly Disagree 4 7.7 
Total 52 100.0 
Source: Field data, 2015 
From the above Table 4.12, it was revealed that majority of the respondents 
constituting 20 (38.5%) agreed to the claim that getting the best outsourcer to build a 
library management systems was a challenge. This was followed by respondents 
which form 11 (21.1%) who moderately agreed. Furthermore, 9 respondents 
representing (17.3%) disagreed, whilst respondents which constitute 8 (15.4%) 
strongly agreed. It also indicated that, respondents which form 4 (7.7%) strongly 
disagreed to the claim. The finding shows that a large percentage of the respondents 
representing (75%) have shown that getting the best outsourcer to build LMS was 
problematic. 
 
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4.5     Human Capital Training 
In this section the researcher sought to find out the staffs‟ capabilities and human 
capital training. This also involved software development expertise, internal IT 
experts‟ availability and staff training. 
 
4.5.1   Does the University have the Expertise to Develop Library Software? 
Software development is a technical area in system development process and 
therefore requires expertise that is knowledgeable in coding or programming 
languages. 
The study went further to find out from respondents if they think the university has 
the experts to develop library software. From figure 4.1 below, respondents were 
asked about their knowledge of staff expertise in the university.  (71.15%) responded 
in the positive while (28.85%) answered in the negative. The finding shows that 
large fraction of the respondents representing (71.15%) has affirmed that the 
university has requisite expertise to develop LMS for the library. 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
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Figure 4.1: Does the university have the experts to develop library software 
 
     Source: Field data, 2015 
4.5.2    Do you think that the internal IT staff lacks the expertise in the new 
technologies? 
This section tried to investigate further in finding out from respondents if the 
university lacks the internal IT expertise in the cutting-edge technologies. Majority 
of the respondents representing (82.69%), stated the university does not lack internal 
IT staff whilst respondents representing (17.31%) think university lacks the internal 
IT staff. The findings thus revealed that a large segment of the respondents which 
represent (82.69%) think that the university has the internal IT staffs who are 
specialists in modern technologies as depicted in the Figure 4.2 below. 
 
 
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Figure 4.2: Do you think that the internal IT staff lacks the expertise in the new 
technologies? 
 
 
Source: Field data, 2015 
 
4.5.3    Do you think in-house LMS will ensure less complex staff training on the 
use of the software?  
 
This section also sought to find out from respondents if in their opinion they think 
that in-house software development of library management systems will lessen staff 
training on the use of the software. In the Figure 4.3 below, sizeable section 
(78.85%) of the respondents indicated their responses in the affirmative, whilst 
respondent which represent (21.15%) answered in the negative. The findings indicate 
that 78.85% (forming a majority) of respondents think in-house LMS will ensure less 
complex staff training on the use of the software since the developers will have 
control over their own design in training the staff in the use of the software.  
 
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  Figure 4.3: Do you think in-house LMS will ensure less complex staff training 
on the use of the software? 
 
 
 Source: Field data, 2015 
4.6   Maintenance Cost   
Maintaining a system comes with a cost and urgency. It is therefore important to 
consider these facts when developing a system. As one of the main objectives of this 
study the researcher sought to find out the cost variations in maintaining LMS.  
 
4.6.1     LMS maintenance cost is very expensive when outsourced  
The Table 4.13 below depicted the outcome of responses. The study therefore 
revealed that out of the responses of 52, majority of respondents constituting 21, 
representing (40.4%) said they agreed to the assertion whilst respondents which 
constitute 16, representing (30.8%) strongly agreed. However, respondents which 
form 7, representing (13.5%) disagreed. The respondents who constitute 5 
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representing (9.5%) moderately agreed whilst those which constitute 3, representing 
5.8% strongly disagreed to this assertion. The findings revealed a large proportion of 
respondents representing (80.7%) which forms the majority indicates that it is 
cheaper to maintain LMS when it is developed in-house. 
Table 4.13: LMS maintenance cost is very expensive when outsourced 
Responses  Frequency Percent (%) 
Strongly Agree 16 30.8 
Agree 21 40.4 
Moderately Agree 5 9.5 
Disagree 7 13.5 
Strongly Disagree 3 5.8 
Total 52 100.0 
Source: Field data, 2015 
4.6.2    It is easier to maintain in-house LMS than when outsourced 
 
The study also sought to find out from respondents whether in-house is easier to 
maintain. The levels of responses given are depicted in Table 4.14 
 
Table 4.14: It is easier to maintain in-house LMS than when outsourced 
Responses  Frequency Percent (%) 
Strongly Agree 15 28.8 
Agree 23 44.2 
Moderately Agree 8 15.4 
Disagree 3 5.8 
Strongly Disagree 3 5.8 
Total 52 100.0 
Source: Field data, 2015 
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The study in the above Table 4.14 revealed that respondents constituting 23 (44.2%) 
agreed that it was easier to maintain in-house LMS than maintaining an outsourced 
LMS whilst the respondents which constitute 15 (28.8%) strongly agreed as well. It 
was followed by the respondents which form 8 (15.4%) who moderately agreed. 
However, 3 respondents, representing (5.8%) disagreed whilst other respondents 
which constitute 3 (5.8%) strongly agreed.  
The findings which constitute a larger proportion of the respondents, representing 
(88.4%) agreed to the assertion that it was easier to maintain in-house LMS than 
maintaining an outsourced LMS.  
 
4.6.3   There is quick response to resolve system failure when outsourced 
 
System failure can be both hardware and/or software. The study further sought to 
examine the response rate for the two systems. The levels of responses given are 
depicted in Table 4.15 below. It was evident that majority of the respondents 20 
representing (38.5%) disagreed to the assertion that there is a quick response to 
resolve system failure when outsourced LMS. The respondents which constitute 10 
representing (19.2%) strongly agreed, whilst respondents which form 9 representing 
(17.3%) moderately agreed. The respondents constituting 7, which represents 
(13.5%) and 6 respondents representing (11.5%), strongly disagreed and agreed 
respectively. 
The findings to this assertion show that respondents which represent (52%) totally 
disagreed that there is quick response to resolve system failure when outsourced.  
 
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Table 4.15: There is quick response to resolve system failure when outsourced 
Responses  Frequency Percent (%) 
Strongly Agree 10 19.2 
Agree 6 11.5 
Moderately Agree 9 17.3 
Disagree 20 38.5 
Strongly Disagree 7 13.5 
Total 52 100.0 
Source: Field data, 2015 
4.6.4    Developing in-house LMS provides easy access to error checking 
 
System maintenance also involves debugging. Error checking improves systems 
stability and performance. 
The researcher was interested in finding out from the respondents if developing in-
house LMS will provide an easy way to checking errors on the systems. 
Table 4.16: Developing in-house LMS provides easy access to error checking 
Responses  Frequency Percent (%) 
Strongly Agree 15 28.8 
Agree 25 48.1 
Moderately Agree 10 19.2 
Disagree 2 3.9 
Total 52 100.0 
Source: Field data, 2015 
The levels of responses given are depicted in Table 4.16 above. Out of the total 
respondents of 52, it was shown that 25 (48.1%) agreed, whilst 15 (28.8%) strongly 
agreed and 10 (19.2%) respondents moderately agreed. The study indicated only 2 
(3.8%) of the respondents disagreed to this statement. The findings indicate that 
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96.1% (forming a majority) of respondents clearly show that they totally agreed to 
the claim in-house LMS development will provide the easy way of checking errors. 
4.7     Library Management System Challenges  
Software development has its own challenges and therefore need to be addressed. 
This section sought to find out from the respondents some of the challenges they 
faced in the use of the current library management system.  
 
4.7.1:  Does the library currently have a Library Management Software (LMS)? 
This section sought to find out from the respondents the awareness about the 
existence of a library software management and whether the said library system was 
outsourced or was an in-house development and to give reasons why they think the 
university should delegate its work to an agent (outsourcer) or rather have its 
developed in-house. 
Figure 4.4: Does the library currently have a Library Management Software 
(LMS)? 
 
Source: Field data, 2015 
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Figure 4.4 above shows that the majority of the respondents which constitute 48 
representing (92.31%) indicated that they were aware of a library system in the 
library whilst the respondents which form 4 representing (7.69%) indicated that they 
had no idea of the existence of a library management system. 
The finding thus confirmed that the greater portion of respondents which represent 
(92.31%) were conscious of the existence of a library management system. 
 
4.7.2   Some of the challenges being faced with the current LMS 
This section sought to find out from respondents some of the challenges the current 
library management software faces.  
In relation to Figure 4.4, the researcher sought to find out from the respondents who 
specified the awareness of the library systems as an in-house development and to 
state some of the challenges they were confronted with. 
 
Challenges from respondents included the following; failure in real time usage; slow 
when queried; system malfunctioning; the usage by staff; it is not being used by the 
university; scalability; lack of usability; user adaptation; not much has come up with; 
low bandwidth, were the opinions from the IT department. Others among the library 
professionals were stated as; unreliability; not always functioning; malfunctioning 
and system failure; internet connection; irregular access to the internet is affecting 
the piloting process; lack of understanding of the system; server not to be found; 
financial issues; poor training for staff to use the software; irregular power supply; 
user registration; generating of accession numbers; charging and discharging of 
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materials; data entry problem; allocation of resources.   The final suggestions were 
the respondents from the finance department who also stated the following; no idea 
of any challenges; lack of adequate skills in managing it.  
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
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CHAPTER FIVE 
DISCUSSION OF THE FINDINGS 
5.1   Introduction 
This chapter presents the discussion of the findings of the study as per the objectives 
of the study. According to Hess (2004), “the purpose of a discussion is to explain the 
meaning of the findings or results to the reader”.   
 
The discussion was done under the following captions in answering the research 
questions that were posed.  
I. Security Assessment in the use of Cloud SaaS 
II. Procurement Budget on the need for Outsourcing 
III. Human Resources for the Development of Library Management Software 
IV. Maintenance of Library Management Software Systems 
V. Library Management System Challenges 
 
5.2   Background of Respondents  
  
From the findings it was revealed that large proportion of the respondents was first 
degree holders (29), with (12) who were having a second degree. Those with 
diploma qualifications were (7), and (3) and (1) were MPhil and professional 
qualifications holders. In relation to work experience, the respondents had work 
experience between 6 and 15 years. Their working skill had a positive impact in the 
survey. 
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In relation to the department, majority of the staff who contributed in the study were 
20 information professionals, 18 IT personnel and 16 Finance experts involved in the 
study.  
 
5.3   Security Assessment in the use of Cloud SaaS 
Yuvaraj, (2015) defines the word “security” to mean “a general word used to suggest 
several rules, tools and controls used for keeping records, uses and the related 
arrangement within the cloud”. 
The researcher discovered from the findings that, majority of staff (82.7%) have 
agreed to the assertion that using Cloud SaaS will put staff at risk. This confirms 
(Grover et al., 1994), who stated that Outsourcing creates several staff-related 
problems. Thus, the client firm is faced with possible conflict of the IT staff that see 
subcontracting as a threat to their working position.  
 
The finding also revealed that (84.6%) have shown that there is a general reduction 
involving in-house software development. This is backed by Barret and Baldry, 
(2003) who indicated that an in-house approach rests to deal within with services that 
necessitate ability and understanding in order to serve consumers better. It was also 
revealed that large proportion of the staff (84.6%) has shown that outsourcing library 
management software will disclose vital information. The findings agreed with Patel 
and Rekha (2014) stated that, in dealing with Software as a Service (SaaS) model, 
customer relies on the vendor for appropriate safety procedures of the structure. It is 
therefore essential that the several users of the service have each other‟s information 
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or data kept undisclosed. Yuvaraj (2015) further affirms that library work 
encompasses voluminous files owing to which security sensitivities remain the main 
problem to broader acceptance in libraries. 
 
5.4     Procurement Budget on the need for Outsourcing 
Cost savings have become most of the reason for firms to outsource their services 
(Chukwunonso and Ribadu, 2013). Outsourcing has become a prime decision factor 
for a firm or company to purchase its products from an outsider, instead of executing 
the same task using inside facilities so as to reduce cost. Therefore, the study sought 
to discover how outsourcing can benefit an organisation or a firm.   
 
5.4.1 Benefits of Outsourcing for Cloud SaaS Model 
The findings the researcher gathered from the study revealed that 80.9% (forming a 
majority) believed outsourcing of library management software will improve the 
performance in the library service and thus create competiveness. This confirms the 
study conducted by Leavy (2004) which revealed that a growing awareness in 
subcontracting serves as a possible source of competitiveness and value creation by 
outlining the four most promising prospects for using outsourcing approaches which 
include focus, scale without mass, disruptive innovation, and strategic repositioning.  
Romero (2012) also recounted that Cloud computing is greatly accessible stand that 
guaranteed swift access to hardware and software over the internet, and offered a 
relaxed access and controlled processing easily managed by non-specialist users. 
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However, from the findings, it was also revealed that greater proportion of the 
respondents 92.4% were of the viewed that developing in-house library management 
software will reduce the financial burden. 
 
5.5     Human Resources for the Development of Library Management Software 
Again, the findings show respondents (71.15%) were optimistic that the university 
has the needed expertise to develop library software.  The findings also revealed that 
a large segment of the respondents (82.69%) think that the university has the internal 
IT staffs who are specialists in modern technologies. Additionally, the results 
indicated that 78.85% (forming a majority) of respondents think in-house library 
management software will ensure less complex staff training on the use of the 
software since the developers will  have control over their own design in training the 
staff in the use of the software. 
 
The findings is in line with  Kumar (2011), who states that libraries are offering 
services through the implementation of library management software (LMS) systems 
that are recognised as a needed tool in the provision of effective customer services 
and that these systems are grounded on the knowledge and experience of information 
professionals. A software development is a technical area in system development 
process and therefore require expertise that is knowledgeable in coding or 
programming languages. The findings revealed in-house management helps to 
improve on staff capabilities and therefore provide better benefits to the organisation. 
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This confirms Wise (2007), who stated that the most significant benefits of in-house 
method is the opportunity to develop individuals. 
 
5.6   Maintenance of Library Management Software Systems 
The study also found out that majority of the respondents 42 (80.7%) indicated that 
outsourcing is very expensive to maintain with low as 10 (19.3%) disagreeing to the 
claim. The suggestion from the findings showed Cloud Service as a Software will 
pose a maintenance problem. This is backed by Vannin (2014), who indicated that 
Software vendors and customers are faced with challenges when moving from an 
“on-premise” to a SaaS model. 
 
5.7     Library Management System Challenges  
According to Veronica et al (2008), “a library management system (LMS) is an 
enterprise resource planning system to track items owned by the library as well as 
orders being made, for bills paid, and materials made borrowed by patrons”.  
The study revealed from the findings that greater portion of respondents (92.31%) 
were aware of the existence of library management system. Software development 
has its own challenges and therefore need to be addressed. The study sought to find 
out from the respondents some of the challenges they faced in the use of the current 
library management system and only 7.69% said they were unaware.  
The views from IT were system failure in real time usage; system slow when 
queried; system malfunctioning; the usage by staff; it is not being used by the 
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university; scalability; lack of usability; user adaptation; not much has come up with; 
low bandwidth. 
 
Again, it was established from the study that the information professionals had 
challenges which include system unreliability and functioning; internet connection; 
irregular access to the internet is affecting the piloting process; lack of understanding 
of the system;  poor training for staff to use the software; irregular power supply; 
user registration and generating of accession numbers. Further findings from the 
finance department revealed that respondents had no idea of any challenges but 
rather mentioned the lack of sufficient skills in managing the library systems.  
 
The findings therefore corroborate with Adeyomoye (2008); Agboola, (1993); Zaid, 
(2004); Imo and Igbo (2011), which claimed that academic libraries have 
experienced many challenges which included intermittent power, inadequate 
professional librarians to support projects, lack of maintenance and support 
agreements, poor ICT infrastructures, poor funding and poor ICT skills among 
library staff. 
 
 
 
 
 
 
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The discussion of the main findings of the study have thus been summarized in the 
below prototype table. 
Table 4.17: Summary of Findings 
S/N 
  
Question Agreed 
    % 
                 Interpretation 
    In-house Outsourced/SaaS 
    Plus Minus  Plus   Minus  
1 
Outsourcing will reduce staff 
potential skills 
82.7     
2 
There is a general risk reduction 
to have In-house LMS 
84.6     
3 
Outsourcing LMS will improve 
library performance 
80.9     
4 
Building own LMS will reduce 
cost for budgetary allocation 
92.4     
5 
Getting the best outsourcer to 
build LMS is a challenge 
75     
6 
Do you think in-house LMS 
will ensure less complex staff 
training? 
78.85      
7 
LMS maintenance cost is very 
expensive when outsourced 
80.7     
8 
It is easier to maintain in-house 
LMS than when outsourced 
88.4     
9 
There is quick response to 
resolve system failure when 
outsourced 
38.5     
10 
Developing in-house LMS 
provides easy access to error 
checking 
96.1    
 
 
 
 
 
 
 
 
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CHAPTER SIX 
SUMMARY, CONCLUSION AND RECOMMENDATIONS 
6.1      Introduction  
This final chapter presents a summary of the findings of the study in relation to the 
objectives and draws a conclusion based on the findings of the study. The 
investigator also suggested some recommendations based on the findings of the 
study.  
6.2     Summary of Findings  
6.2.1   Introduction  
The revision sought to compare the potential risks and advantages of using the Cloud 
SaaS (Software as a Service) in UPSA library. The study adopted the TAM model, 
an information systems theory that denotes the acceptance and use of technology 
(tools). It further proposes that, several number of reasons inspired users‟ choice 
about how to use new technology as well as when to use that technology, mostly, 
“Perceived usefulness (PU) and Perceived ease-of-use (PEOU)”.   
"The degree to which a person believes that using a particular system would enhance 
his or her job performance"(PU); and “the degree to which a person believes that 
using a particular system would be free from effort" (Davis 1989). 
 
6.2.2   Security Assessment in the use of Cloud SaaS 
It was discovered from the findings that, majority of staff (82.7%) have agreed to the 
assertion that using Cloud SaaS will put their work at risk, so they will prefer having 
a library system being built in-house. Moreover, staff-related problems such as 
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dismissal could also set in.  A further investigation revealed that a large proportion of 
the staff (84.6%) has shown that outsourcing library management software will 
disclose vital information.  
 
6.2.3     Procurement Budget on the need for Outsourcing 
Cost savings have been become most of the reason for firms to outsource for their 
services (Chukwunonso and Ribadu, 2013). Outsourcing has become a prime 
decision factor for a firm or company to purchase its products from an outsider, 
instead of executing the same task using inside facilities so as to reduce cost. 
Therefore, the study sought to discover how outsourcing procuring can benefit an 
organisation or a firm.   
 
6.2.4   Benefits of Outsourcing for Cloud SaaS Model 
One of the central aims of the study was to discover the benefits of using Cloud 
SaaS. It was revealed that 80.9% of the respondents mentioned the need of using 
Cloud SaaS for library management software since it will enhance the performance 
and services in the library. They also believed that outsourcing for Cloud services 
create a competitive advantage. In comparison, the study also revealed that a larger 
proportion of the respondents 92.4% had indicated that the development of in-house 
library management software will lessen the monetary problem despite the benefits 
Cloud SaaS offers. 
 
 
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6.2.5   Human Resources for the Development of Library Management Software 
The study revealed that, the competences of staff to develop in-house library 
software was high. This confirms the total respondents (71.15%).  It further revealed 
a considerable number of staff forming (82.69%) have internal IT staffs specialists 
who were abreast with cutting-edge technology.   
 
 6.2.6   Maintenance of Library Management Software Systems 
In relation to maintaining library management software, majority of the respondents 
42 (80.7%) specified that outsourcing for Cloud SaaS was very expensive to 
maintain and 10 respondents (19.3%) thought otherwise.  
 
6.2.7     Library Management System Challenges  
Finally, the study also revealed that the information professional had problems in the 
use of the library software. These include system instability, lack of usability and 
user adaptation, system unreliability and malfunctioning, internet connection, 
irregular access to the internet, lack of understanding of the system, poor training for 
staff to use the system.  The analysis of the data gathered from the research shows 
that, users of the current in-house library management system at UPSA are 
confronted with numerous challenges as outlined above. However, to opt for another 
alternative system such as SaaS (Software as a Service) has its own security 
implications and cost. 
 
 
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6.3   Conclusion 
Veronica et al (2008) have described library management system “as an enterprise 
resource planning system to track items owned by the library as well as orders being 
made, for bills paid, and materials made borrowed by patrons”. It is an established 
fact that library management system is of great importance to library services 
providing efficiency in the smooth management of its operation to clientele. The 
study conducted revealed that, University of Professional Studies, Accra, are 
currently using a library management system which was developed in-house by the 
IT department of the university. Main users of the software who are the information 
professionals (professionals and para-professionals) and who also determine the 
success of the information (library management system), have shown great interest 
in the application and development of the system. However, they are faced with 
problems in the software and other related ICT challenges that hindered the smooth 
operation of the library in the bid to providing better services to its numerous 
patrons. 
 
In contrast, SaaS, a new emerging technology which is referred to as Cloud 
computing, offer software application to users over the Internet on their network 
computers, mobile devices such as laptop, phone and personal digital assistance 
(PDAs). The services held in “the cloud” can be used to accomplish several purposes 
for both individuals and firms. Cloud computing offers cost reduction, scalability, 
lower investment, reduced risk, real time support, greater security and accessibility 
anywhere. Cloud Computing is nothing; companies or firms as well as academic 
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institutions around the world are adopting cloud services due to its several benefits. 
Though cloud services have some shortcomings, the benefits far outweigh the 
disadvantages.  
 
TAM model, according to (Davis, 1989),  proposes that, several number of reasons 
inspired users‟ choice about how to use new technology as well as when to use that 
technology, mostly, “Perceived usefulness (PU) and Perceived ease-of-use (PEOU)”.   
To adopt this model in terms of cost savings and operational efficiency, the 
university ought to examine the current global economic situation and come out with 
a decisive assessment in comparing the potential risks and advantages of either 
procuring SaaS or to maintain the current In-house Software Development for the 
Library Management System.  
 
6.4    Recommendations 
Per the findings of the study conducted, it is conceptually established that Library 
Management Systems is of great importance to library services, particularly, using 
the Cloud SaaS.  
With Cloud SaaS the following benefits were observed; cost reduction, scalability, 
lower investment, reduced risk, real time support, greater security and accessibility 
anywhere for free of charge (Romero, 2012). Rader (2012), drawn some benefits as 
well to include easy end-user startup - no need to wait for internal IT projects 
completion, right to use everywhere, anytime - competences are available over the 
network through several devices, rapid scalability - capabilities can be quickly scaled 
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up or down to match the workload, additional functions - no need for third-party or 
additional installations. It provides quick applications access to additional 
capabilities. 
With In-house software management the following were also practical, development 
costs perceived to be cheaper, control over software, strategic importance, able to 
define one‟s needs, software design easily fit with existing in-house systems, and 
developers are able to familiarize with system interface, (Clydebuilt, 2012).  
 
It has been established from the findings that, In-house Software Implementation can 
reduce security problems, lower procurement expenditure, and reduce maintenance 
expenses. With Cloud Services on the other hand, there were indications that the 
adoption of SaaS would provide better service and also minimize the frustration of 
staff. 
 
The following recommendations were made based on the outcomes of the study: 
6.4.1  Staff Training 
The study recommends IT training for information professionals to be up to date 
with current trends of information systems usage. 
 
6.4.2   User Awareness 
The study recommends the reassurance of the main users of the library management 
software of the need to outsource some services to a third party for Cloud storage 
whilst educating them on the advantages and disadvantages Cloud computing. 
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6.4.3   Acceptance of Cloud SaaS 
The study recommends the adoption of Cloud Services for Library Management 
Systems to help curb the numerous challenges that the In-house Software offers 
despite its cost and security implication as per the findings.  
 
6.5     Further Studies 
The researcher recommends the following topics for further studies: 
1. Evaluation of the challenges and benefits of Cloud SaaS; case study 
of University of Ghana. 
2. Evaluation of the impact of Cloud SaaS on Human Resource 
Management in Academic institutions. 
3. Examining the problems of Cloud Computing, a comparative study of 
Public and National Libraries in Ghana. 
 
 
 
 
 
 
 
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APPENDIX 
 UNIVERSITY OF GHANA 
DEPARTMENT OF INFORMATION STUDIES, LEGON. 
(QUESTIONNAIRE FOR STAFF) 
Topic:  Library Management Systems: a comparative study of Cloud Service 
and In-house Software Implementation   
 
INTERVENTION:  
a. What is cloud Computing? 
The practice of using a network of remote servers hosted on the Internet to store, 
manage, and process data, rather than a local server or a personal computer. 
b. What is cloud SaaS (Outsourcing)?  
Software as a Service (SaaS) is an emerging business model that delivers software 
applications to users through Web-based technology. 
c. What is In-house Software?  
In-house software is software that is produced by a corporate entity for purpose of 
using it within the organization 
 
Dear Respondent, 
The following questionnaire is prepared with the aim of data gathering for a Master 
Dissertation. The researcher is going to find out the rate of awareness about the 
potential of Library Management Software, (LMS), either to outsource or to build 
in-house, the perceived advantages and risks decisions. The demographic 
characteristics and response given are required only for determining the relationship 
between your perceived risks and advantages and will not be used for any other 
purposes.  
I assure the confidentiality of your responses.  
Your contribution in my research is highly appreciated in advance. 
Thank you 
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Section A – (Background of Staff) 
1. What is your educational level? [ ] Diploma [ ] First Degree [ ] Second Degree    [ 
] MPhil [ ] Other (please specify)…………………………………….. 
2. Number of years in employment 
[ ] Under one year [ ] 1 – 5 years [ ] 6 – 10 years [ ] Over 10 years 
[ ] Other (please specify)…………… 
3. Department……………………………………………. 
 
SECTION B – SECURITY ASSESSMENT  
 
Please indicate the level of agreement with each statement below on a scale 1 to 5.  
Where   
(1=Strongly Agree, 2=Agree, 3=Moderately Agree, 4=Disagree, 5=Strongly 
Disagree) 
Statements 1 2 3 4 5 
 
Outsourcing LMS will leak out vital information   
 
     
Outsourcing will reduce staff potential skills  
 
     
Outsourcers may not have the library‟s interest at heart 
 
     
In-house LMS provides a safe and better secure 
environment 
 
     
There is a general risk reduction to have in-house LMS 
 
     
When you provide a service to users over the Internet, 
such as a LMS link to your webserver, you expose 
your organization to new risks 
     
 
 
 
 
 
 
 
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SECTION C – PROCUREMENT COST  
 
Please indicate the level of agreement with each statement below on a scale 1 to 5.  
Where   
(1=Strongly Agree, 2=Agree, 3=Moderately Agree, 4=Disagree, 5=Strongly 
Disagree) 
 
Statements 1 2 3 4 5 
Will outsourcing LMS truly improve library 
performance? 
     
The financial projections are accurate to outsource LMS      
Building own LMS will reduce cost for budgetary 
allocation 
     
Getting the best outsourcer to build LMS is a challenge      
 
 
SECTION D – HUMAN CAPITAL TRAINING  
  
14. Does the university have the software experts to develop LMS?  
                          a. Yes                   b.  No 
15. Do you think that the internal IT staff lacks the expertise in the new 
technologies?  
                          a. Yes                   b. No 
 
16. Do you think in-house LMS will ensure less complex staff training on the use of 
the software?  
                          a. Yes                   b. No 
 
 
SECTION E – MAINTENANCE COST  
 
Please indicate the level of agreement with each statement below on a scale 1 to 5.  
Where   
(1=Strongly Agree, 2=Agree, 3=Moderately Agree, 4=Disagree, 5=Strongly 
Disagree) 
 
 
 
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Statements 1 2 3 4 5 
LMS  maintenance cost is very expensive when 
outsourced 
     
It is easier to maintain in-house LMS than when 
outsourced 
     
There is quick response to resolve system failure when 
outsourced 
     
Developing in-house LMS provides easy access to error 
checking 
     
 
SECTION F – CHALLENGES  
21. Does the library currently have a Library Management Software (LMS)? 
                           a. Yes                   b.  No 
22. If yes, was it outsourced or built in-house? 
…………………………………………………………………………………………
……………….. 
23. What are some of the challenges being faced with this 
LMS?.................................................................................................................... 
…………………………………………………………………………………………
………….…………………………………………………………………. 
 
24. Would you recommend management to outsource LMS or rather to be built in-
house? 
……………………………………………….…………………………………..… 
……………………………………………………………………………………. 
 
25. Please provide reason(s) why you think so 
……………............................................................................................................... 
…………………………………………………………………………………… 
Thank you very much for your participation 
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