Information system (IS) implementation can often lead to inherently contradictory issues, standardization, and evolve‐ability, which requires different, sets of information technology (IT) governance mechanisms. Recent research advocate ambidexterity mechanisms which consider the contradictory logic for long‐term success yet it has paid little attention to resource‐constrained settings which is a source of contradiction for the lack of technical and financial resource. Using an interpretative approach, based on institutional logic and dynamic ambidexterity concepts, this study revealed how centralized, systemic, and IT logics shaped IT governance mechanisms toward centralized and ad hoc‐based decentralized structures. Furthermore, the study depicted how the lack of a common vision for IS implementation impeded defining roles, identifying and collaborating with similar initiatives that led the implementation to uncontrolled evolve‐ability. Despite the absence of a common vision in resource‐constrained settings, the study identified the importance of resource‐chasing collaboration among heterogeneous actors to achieve standardization and evolve‐ability at a certain level though not sufficient. The study proposed an ambidextrous implementation framework by combining dynamic ambidexterity and institutional logic concepts to complement the resource‐chased collaboration with major HIS logics‐based collaboration through devising common vision, strategy, and mechanisms which allows sensing, seizing, and reconfiguring the emergent heterogeneous system implementation initiatives to achieve standardization and evolve‐ability simultaneously.
Information System (IS) research advocates employing collaborative and loose coupling strategies to address contradictory issues to address diversified actors’ interests than the prescriptive and unilateral Information Technology (IT) governance mechanisms’, yet it is rarely depicting how managers employ these strategies in Health Information System (HIS) implementation, particularly in a resource-constrained setting where IS implementation activities have highly relied on multiple international organizations resources. This study explored how managers in resource-constrained settings employ collaborative IT governance mechanisms in the case of District Health Information System 2 (DHIS2) adoption with an interpretative case study approach and the institutional logic concept. The institutional logic concept was used to identify the major actors’ logics underpinning the DHIS2 adoption. The study depicted the importance of high-level officials' distance from the dominant systemic logic to consider new alternative, and to employ inclusive IT governance mechanisms which separated resource from the system that facilitated stakeholders’ collaboration in DHIS2 adoption based on their capacity and interest.
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