Technology meets tradition: The perceived impact of the introduction of information and communication technology on ward rounds in the intensive care unit

Plumb, Jennifer; Hains, Isla; Parr, Michael; Milliss, David; Herkes, Robert; Westbrook, Johanna I.

doi:10.1016/j.ijmedinf.2017.04.004

Cited by 14 publications

(15 citation statements)

References 25 publications

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“…The landscape of IS in healthcare has been shaped by the institutional pluralism of the domain. The institutional complexity poses challenges for healthcare IS adoption and use, and prior research has shown how system adaptations and workarounds can be traced back to the multiplicity of logics at play (Jensen et al, 2009; Plumb et al, 2017). Hansen and Baroody (2020) studied the adoption and use of electronic health record systems in hospitals and identified four prominent logics: medical professionalism, private sector managerialism, technical design, and regulatory oversight.…”

Section: Enterprise Architecture and Healthcare As A Site Of Institutional Pluralismmentioning

confidence: 99%

“…Expert knowledge, evidencebased knowledge, professional experience (Boonstra et al, 2018;Currie & Guah, 2007;Hansen & Baroody, 2020;Plumb et al, 2017).…”

Section: Sources Of Legitimacymentioning

confidence: 99%

“…Key coexisting institutional logics include Medical Professionalism, Health Managerialism, and IT Professionalism (Boonstra, Yeliz Eseryel, & van Offenbeek, 2018; Hansen & Baroody, 2020; Jensen, Kjærgaard, & Svejvig, 2009). Prior research has shown that IS challenges can be traced back to the multiplicity of logics at play (Jensen et al, 2009; Plumb et al, 2017). Hospitals typically employ numerous IT applications sourced from a variety of vendors and advanced digital equipment, including sensors, diagnostic facilities, and medical automation.…”

Section: Introductionmentioning

confidence: 99%

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Enterprise architecture operationalization and institutional pluralism: The case of the Norwegian Hospital sector

Ajer

Hustad

Vassilakopoulou

2021

Information Systems Journal

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Enterprise architecture (EA) is a systematic way of designing, planning, and implementing process and technology changes to address the complexity of information system (IS) landscapes. EA is operationalized when architecture visions move towards realization through concrete projects. We report a case study on the dynamics of operationalizing EA in the Norwegian hospital sector by exploring different EA project trajectories. Our empirical context is an institutionally pluralistic setting where multiple logics coexist. We show that the distinct logic of EA is added to the institutional context and we find that tensions among existing medical, technical, and managerial logics and EA principles and assumptions emerge. We contribute to the under‐researched topic of EA operationalization by suggesting a model that demonstrates how the meeting of multiple institutional logics can lead to varying degrees of differentiation or even disassociation from EA visions during decision‐taking in projects. Furthermore, we advance extant research on IS projects' implementation in institutionally pluralistic settings by providing an empirical account of actors' interactions and project leadership arrangements that contribute to the persistence of coexisting logics in a dynamic equilibrium.

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Section: Enterprise Architecture and Healthcare As A Site Of Institutional Pluralismmentioning

confidence: 99%

“…Expert knowledge, evidencebased knowledge, professional experience (Boonstra et al, 2018;Currie & Guah, 2007;Hansen & Baroody, 2020;Plumb et al, 2017).…”

Section: Sources Of Legitimacymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Enterprise architecture operationalization and institutional pluralism: The case of the Norwegian Hospital sector

Ajer

Hustad

Vassilakopoulou

2021

Information Systems Journal

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“…On one hand, standardization is found to increase the number of routinized work tasks, organizational control of health care professionals and threaten the logic of care. 11 , 22 , 35 Then again, the standardization of work also simplifies the complexity of patients’ needs, improves work routines and enhances the quality of health care services. 9 , 36 , 37 Hence, the outcomes of incorporating ICT into health care organizations appear not to be related to the technology itself but to the choices and processes involved when integrating ICT into health care professionals’ clinical work.…”

Section: Discussionmentioning

confidence: 99%

The Impact of Information and Communication Technology on Doctors’ and Registered Nurses’ Working Conditions and Clinical Work – A Cross-Sectional Study in a Norwegian Hospital

Kirchhoff¹,

Marks²,

Helgesen³

et al. 2021

JMDH

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Purpose Previous studies indicate that the introduction of information and communication technology (ICT) in health care organizations impairs health care professional’s working conditions and diminishes job discretion. Most of these studies, however, were designed to explore the influence of ICT exclusively on a single group of health care professionals and thereby did not consider the influence of the same technology on other groups of health care professionals. The aim of this article is to explore the influence of a fully integrated ICT system on both doctors and registered nurses within the same working environment: a high-tech hospital. Methods This is a cross-sectional study conducted in a high-tech Norwegian hospital. Data were collected in 2016. In total, 264 registered nurses and 172 doctors responded to a questionnaire on their working conditions and experiences with ICT in clinical work. Descriptive statistics, compare means, cross-tables, Chi-square and bivariate correlation analysis were used to analyze the data. Statistical significance was set at p < 0.05. Results The findings revealed differences in doctors' and registered nurses' working conditions. Registered nurses reported a statistically significant higher workload and better job content than doctors. There was no difference in job discretion between doctors and registered nurses. Both occupational groups experienced that the ICT system impairs patient contact and the quality of health services. We found statistically significant correlations between registered nurses’ and doctors’ experiences with ICT in clinical work and working conditions, whereof the strongest correlation was related to job discretion in clinical work. Conclusion This study concludes that the impact of ICT on doctors’ and registered nurses’ working conditions in a hospital depends on the experiences of ICT in clinical work. In consequence, it is recommended to involve doctors and registered nurses in the implementation of ICT in hospitals.

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“…This would not be a big deal if people were not involved in change, but since the adaptation, the growth and even the survival of people depend on their ability to manage things when they have changed or are changing, the issue becomes quite relevant, even in the case, so frequent today, of changes dealing with social and relational processes. It is no coincidence that the changes related to the invention and the introduction of new technological devices (Weatherbee, 2010), most notably the Internet (Torkzadeh and Van Dyke, 2002), to the recent economic crisis (Utting et al, 2012), and to different patterns of social life (Tyler, 2002) have made scholars define our modern society as information society (Webster, 2002), knowledge society (Hargreaves, 2003), and even liquid society (Bauman, 2000, 2011). …”

Section: Change In Society and Organizationsmentioning

confidence: 99%

How Do You Manage Change in Organizations? Training, Development, Innovation, and Their Relationships

et al. 2018

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The article aims to be a reflective paper on the interconnected concepts of training, development and innovation and the potential they have in dealing with change in organizations. We call change both the process through which something becomes different and the result of that process. Change management is the expression used to define the complex of activities, functions, and tools (such as training courses) through which an organization deals with the introduction of something new that is relevant for both its survival and growth. Training and development are labels used to define those educational activities implemented in organizations to empower the competences of workers, employees and managers in the lifelong learning perspective of improving their performance. Consequently, we define competences as those personal characteristics that allow people to be effective in the changing contexts of both workplace and everyday life. They are also necessary in organizational innovation, which is the process of transforming ideas or inventions into goods or services that generate value and for which customers will pay. Training, development, and innovation are three different but interconnected functions by which organizations manage change. What is the state of the art of the literature dealing with these topics? Here, is a critical review on the matter.

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Technology meets tradition: The perceived impact of the introduction of information and communication technology on ward rounds in the intensive care unit

Cited by 14 publications

References 25 publications

Enterprise architecture operationalization and institutional pluralism: The case of the Norwegian Hospital sector

Enterprise architecture operationalization and institutional pluralism: The case of the Norwegian Hospital sector

The Impact of Information and Communication Technology on Doctors’ and Registered Nurses’ Working Conditions and Clinical Work – A Cross-Sectional Study in a Norwegian Hospital

How Do You Manage Change in Organizations? Training, Development, Innovation, and Their Relationships

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