Levels of EMR Adoption in U.S. Hospitals: An Empirical Examination of Absorptive Capacity, Institutional Pressures, Top Management Beliefs, and Participation

Gopalakrishna‐Remani, Venugopal; Jones, Robert P.; Camp, Kerri M.

doi:10.1007/s10796-018-9836-9

Cited by 28 publications

(17 citation statements)

References 126 publications

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“…Secondly, top management participation indicates top managers actively participating in practices of the firm by taking a series of measures (Dubey et al, 2018;Gopalakrishna-Remani et al, 2019), which is an important guarantee for firms to adopt environmental certification practice. Top management can influence the efficiency of environmental certification practice by participating in the whole process.…”

Section: Green Human Resource Management Upper Echelons Theory and Top Management Supportmentioning

confidence: 99%

Does green public procurement encourage firm's environmental certification practice? The mediation role of top management support

Liu

Appolloni

et al. 2020

Corp Soc Responsibility Env

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The environmental certification acts as a sustainable practice for firms to improve their competitive advantage and its motivation has been widely discussed. However, existing researches ignore the important market driving force of green public procurement (GPP) as a policy tool. To fill this gap, this study, focusing on manufacturing firms in China and three typical environmental certifications, explores the relationship between GPP market pressure and firm's environmental certification practice based on institutional theory. Additionally, from a strategic perspective of green human resource management, this study unveils the influence mechanism of top management support in this relationship by using upper echelons theory. According to the empirical results, we find that GPP market pressure is positively associated with environmental certification practice, and top management support partially mediates this relationship. This study provides new insights into the explanation of firm's environmental certification practice, and provides practical implications for firm managers and government administrator.

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Section: Green Human Resource Management Upper Echelons Theory and Top Management Supportmentioning

confidence: 99%

Does green public procurement encourage firm's environmental certification practice? The mediation role of top management support

Liu

Appolloni

et al. 2020

Corp Soc Responsibility Env

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“…Figure 4 shows the relationship between facilitators and the outcome of their success. Through the survey, we identified four factors as facilitators, including top management participation and support (Ali et al, 2018;Gopalakrishna-Remani et al, 2019;Kearns, 2006;Shao, 2019;Teubner, 2013); active communication and knowledge sharing between business and IT sectors (Arvidsson et al, 2014;Carrillo et al, 2019;Philip, 2009;Yeh et al, 2011); consideration of internal and external environments (Chi et al, 2005;Hung et al, 2016;Mirchandani and Lederer, 2012;Newkirk et al, 2008), and adequate resource allocation for SISP (Lientz, 2010;Samaha and Baki, 2009;Wallace, 2013). In addition, we confirmed that the four facilitators have a positive effect on business and IT alignment.…”

Section: Data Analysis and Resultsmentioning

confidence: 99%

“…Without such support SISP commonly encounters issues especially in the analysis, design and development stages of the IS/IT systems; there then results in a business / IT gap in the organization (Kitsios and Kamariotou, 2019b;Salmela et al, 2000;Stemberger et al, 2011;Teo and Ang, 2001;Teubner, 2013). Hence, top management needs to be well versed with the organization's purposes and principles for SISP as decision-makers (Ali et al, 2018;Ateş et al, 2020;Gopalakrishna-Remani et al, 2019;Philip, 2007Philip, , 2009. Additionally, they need to maintain continuous interaction between organizational members with a positive mind-set to lead successful SISP (Grant et al, 2010;Wallace, 2013).…”

Section: Top Management Participation and Supportmentioning

confidence: 99%

“…Its impact includes improved understanding of the strategic role that IT members play providing managerial opinion of opportunities that are important for business success (Kearns, 2006;Peppard and Ward, 2016). It additionally enhances various stakeholder communication and knowledge-sharing (Byrd et al, 2006;Elbanna, 2013;Gopalakrishna-Remani et al, 2019;Teubner, 2013).…”

Section: Top Management Participation and Supportmentioning

confidence: 99%

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The Relationship Between Strategic Information Systems Planning (SISP) and Facilitators to Achieve Successful Business Outcomes in South Korean Organizations

Yang¹,

Leung²,

Young³

2020

EJISE

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Strategic Information Systems Planning (SISP) is an important process in the implementation and use of IT systems in today’s dynamic and increasingly digitalized organizations. However, SISP is not a straightforward task, it is a process that covers simultaneous multiple planning issues often in changing environmental and organizational climates. Although SISP has been widely studied, and evaluating the SISP process has matured, theory on SISP facilitators that enable successful outcomes remain sparse. The main objective of this paper is to explore such facilitators and to investigate their relationship and contribution in achieving SISP success. By postal surveying a random sample of managers with SISP experience in South Korean organizations, we modeled the relationship between facilitators of SISP and their outcomes. The study used Structural Equation Modelling to analyze and validate its findings. This study suggests that facilitators positively affect successful SISP through business and IT alignment. It also demonstrates that effective SISP has a positive effect on organizational outcomes by ensuring organizational capabilities and IT infrastructure flexibility. The findings of this study expounding the role of facilitators adds to the theory of SISP and provides a guide to planners and managers responsible for information systems.

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“…Top management transfers power to project managers and considers their inputs that created the working atmosphere (Agarwal et al, 2020;Gopalakrishna-Remani et al, 2019). Such cohesive enactment helps the humble project manager and team members improve their performance (Owens and Hekman, 2016), a vital prerequisite for completing the project.…”

Section: The Mediating Role Of Psychological Empowermentmentioning

confidence: 99%

Does humility of project manager affect project success? Confirmation of moderated mediation mechanism

Ali

Haider

et al. 2021

MRR

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Purpose The philosophy of the conservation resource theory, this paper aims to evaluate the relationship between humble leadership on project success by integrating the mediating role of psychological empowerment and the interacting effect of top management support on the direct relationship (humble leadership and project success), as well as indirect relationships through psychological empowerment. Design/methodology/approach Time lag data were gained from 337 persons working in the project-based organization across the information technology industry. Confirmatory factor analysis and structural equation modelling were used in this study. Findings By using the structural equation modelling method, the confirmatory factor analysis verified the uniqueness of the variable used in this research. The outcomes exhibited that humble leadership raised project success both directly and indirectly through mediation (psychological empowerment). Furthermore, Top management support was expected to have a moderating effect on the direct but not on the indirect relationship (via psychological empowerment). Originality/value This study demonstrates how top management support is essential for the project manager and project team members for the successful execution of the project. Particularly, minimal empirical research examines the interacting effect of top management support on humble leadership and employee psychological empowerment.

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Levels of EMR Adoption in U.S. Hospitals: An Empirical Examination of Absorptive Capacity, Institutional Pressures, Top Management Beliefs, and Participation

Cited by 28 publications

References 126 publications

Does green public procurement encourage firm's environmental certification practice? The mediation role of top management support

Does green public procurement encourage firm's environmental certification practice? The mediation role of top management support

The Relationship Between Strategic Information Systems Planning (SISP) and Facilitators to Achieve Successful Business Outcomes in South Korean Organizations

Does humility of project manager affect project success? Confirmation of moderated mediation mechanism

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