How Does the Implementation of Enterprise Information Systems Affect a Professional’s Mobility? An Empirical Study

Abstract

Although significant research has examined the effect of enterprise information systems on the behavior and careers of employees, the majority of this work has been devoted to the study of blue- and gray-collar workers, with little attention paid to the transformative effect information technology may have on high-status professionals. In this paper, we begin to bridge this gap by examining how highly skilled professionals react to the increasing presence of enterprise systems within their organizations. Specifically, we investigate how the implementation of enterprise systems—in the form of electronic health records—affects the decision of physicians to continue practicing at their current hospital. Results suggest that when enterprise systems create complementarities for professionals, their duration of practice at the organization increases significantly. However, when technologies are disruptive and force professionals to alter their routines, there is a pronounced exodus from the organization. Interestingly, these effects are strongly moderated by individual and organizational characteristics, such as the degree of firm-specific human capital, local competition, and the prevalence of past disruptions, but are not associated with accelerated retirement or the strategic poaching of talent by competing organizations.

The future is now: calling for a focus on temporal issues in information system research

“…Sykes and Venkatesh, 2017) and healthcare (e.g. Venkatesh et al, 2011;Greenwood et al, 2019) contexts. To this point, there has been a limited rich conceptual treatment of time in this stream of research.…”

Vendor selection in the wake of data breaches: A longitudinal study

“…Additionally, we collect various hospital characteristics data from HIMSS, such as the number of licensed beds, net patient revenue, and expenses; these variables are used to construct control variables in our analysis. Because EMRS outsourcing involves multiple interconnected modules, we have followed the approach of prior literature (Angst et al, 2017; Ganju et al, 2022; Greenwood et al, 2019; Sharma et al, 2016) and focused on the five most commonly adopted EMRS modules as defined by HIMSS: Clinical Data Repository (CDR), Clinical Decision Support System (CDSS), Computerized Practitioner Order Entry (CPOE), Order Entry (OE), and Physician Documentation (PD). For more detailed descriptions of these modules, please refer to Appendix .…”

“…As new components are developed, and old ones may be phased out or merged into others, the composition of EMR modules could evolve over time. Despite the absence of a universal consensus on EMRS composition, we have observed that a substantial body of business academic research consistently places emphasis on the following five modules: Clinical Data Repository (CDR), Clinical Decision Support System (CDSS), Computerized Provider Order Entry (CPOE), Order Entry (OE), and Physician Documentation (PD) (e.g., Angst et al, 2017;Ganju et al, 2022;Greenwood et al, 2019;Hydari et al, 2019;Sharma et al, 2016). These modules are extensively utilized and encompass the fundamental functionalities required for daily care and medical management in healthcare institutions.…”

How does an enterprise system implementation change interpersonal relationships in organizations

“…Organizations implement enterprise systems (ESs) to enable and support their operations and processes (Berente et al , 2019; Greenwood et al , 2019; Sykes, 2015; Sykes and Venkatesh, 2017). Although ES implementations generally have a positive impact on organizational and individual outcomes (Greenwood et al , 2019; Staehr et al , 2012; Tian and Xu, 2015), there are considerable challenges associated with these implementations that are typically considered complex and susceptible to cost overruns, time delays and scope creep (Berente et al , 2019; Markus and Tanis, 2000; Seddon et al , 2010). In fact, notwithstanding decades of collective experience, knowledge and best practices related to ES implementations in organizations, implementation failures and numerous post-implementation challenges are still highly prevalent (e.g.…”