When innovation fails: An institutional perspective of the (non)adoption of boundary spanning IT innovation

Bunduchi, Raluca; Smart, Alison; Charles, Kathryn; McKee, Lorna; Azuara‐Blanco, Augusto

doi:10.1016/j.im.2015.04.001

Cited by 26 publications

(32 citation statements)

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“…Richer and more nuanced insights can be gained about the adoption and diffusion of IT innovations when institutional concepts are integrated with other theories. For instance, combining DiMaggio and Powell's [34] three pressures with alignment theory, organizational visions theory, and strategic response theory showed that the adoption of a telehealth innovation in impacts, that means, differences manifested how the innovation diffused [13].…”

Section: Firm's Actions To the Pressurementioning

confidence: 99%

The impact of legitimacy-based motives on IS adoption success: An institutional theory perspective

Krell

Matook

Rohde

2016

Information & Management

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Institutional pressures impact on IS adoption success via two success determinates  Coercive and normative pressure influence the chosen project management approach  Only mimetic but not normative pressure impacts project team competence  Formality of the project management approach influences team competence  Project management approach and team competence impact IS adoption success

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Section: Firm's Actions To the Pressurementioning

confidence: 99%

The impact of legitimacy-based motives on IS adoption success: An institutional theory perspective

Krell

Matook

Rohde

2016

Information & Management

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“…It thus improves the quality of care and responds to the logic of PCC (Klecun-Dabrowska & Cornford, 2000;McDonald, 2017). We conclude that the success of IT innovation in health care depends on how stakeholders shape and are shaped by the tensions among competing logics and the misalignment of interests and values that such logics entail (Bunduchi et al, 2015). Influential actors are often considered in a strong position to mediate differences among stakeholder groups (Boonstra, Boddy, & Bell, 2008;Cho & Mathiassen, 2007) and shift opinion in favour or against IT innovation (Kaganer, Pawlowski, & Wiley-Patton, 2010;Pouloudi, Currie, & Whitley, 2016).…”

Section: Governance Mechanismmentioning

confidence: 98%

“…Information technology (IT) innovations are, for the most part, complex initiatives that involve various stakeholder organizations and professions. These different stakeholders hold divergent expectations of what an IT innovation should do and how it should be deployed, often, retarding its adoption and implementation (Bunduchi, Smart, Charles, McKee, & Azura-Blanco, 2015;Sandeep & Ravishankar, 2014). Multiple interpretations of an IT innovation resonate different institutional logics (Boonstra, Eseryel, & van Offenbeek, 2017), namely, the cultural resources and norms that shape the way individuals perceive their social reality and, therefore, guide their behaviours and decisions (Friedland & Alford, 1991).…”

Section: Managing It Innovation Across Multiple Institutional Logicsmentioning

confidence: 99%

“…The clinician dimension has specific connotations given the traditional resistance of doctors to external reform to their sense of autonomy, and to the traditional doctor-patient encounter (Exworthy et al, 2003). By drawing on recent work on the sociology of (clinical) professions (McDonald, 2017;McDonald et al, 2009;McGivern et al, 2015;Spyridonidis et al, 2015), our research unveils how clinical managers' perception of their hybrid role in relation to their profession influences how they respond to the conflicting institutional demands that challenge IT innovation in health care (Boonstra et al, 2008;Bunduchi et al, 2015;Pouloudi et al, 2016;Rivard et al, 2011). We contend that clinical managers that are entrusted by their clinical colleagues to fill in a managerial role are more wary of the consequences that IT innovation may have on their profession.…”

Section: Implications and Conclusionmentioning

confidence: 99%

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Clinical managers' identity at the crossroad of multiple institutional logics in it innovation: The case study of a health care organization in England

Bernardi

Exworthy

2019

Information Systems Journal

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Clinical managers play a crucial role in securing the implementation and sustainability of information technology (IT) innovation in health care. Yet, not all clinical managers are willing and able to support IT innovation, particularly when the institutional logics of an IT innovation challenge their professional practice. We investigate how clinical managers use their hybrid identities to reconcile differences among competing institutional logics that affect IT innovation. Based on three examples of IT innovation (telehealth for obstructive sleep apnoea, telehealth for heart failure, and electrocardiograms) in a health care organization in England, we identify three roles in IT innovation (innovation advocate, innovation broker, and innovation laggard) that clinical managers enacted in response to three degrees of conflict between institutional logics (no conflict, moderate conflict, and high conflict), respectively. We make the following contributions. First, we demonstrate how clinical managers' perception of their hybrid role in relation to their professional identity influences their response to the conflicting institutional demands of IT innovation. We conclude that clinical managers' fragmented identities can compromise their ability to effectively manage IT innovation in health care. Second, our findings raise implications for understanding the role of professionals' hybrid identities in the implementation of digital transformation at the intersection of multiple institutional logics.

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“…Just because the environment is complex, does not explain why actors pursue certain courses of actions during IT implementation. Research has shown that within complex environments, actors may often overcome tensions and achieve implementation (Berente and Yoo, 2011), whilst at other times their efforts fail and implementation is abandoned (Bunduchi et al, 2015). Moreover, just because different actors form different visions of the technology as its implementation unfolds, does not explain how these visions change over time (Davidson and Pai, 2004), nor how these changes shape actors' actions vis-à-vis its implementation.…”

Section: Introductionmentioning

confidence: 99%

Coping with institutional complexity

Bunduchi

Tursunbayeva

Pagliari

2019

ITP

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Purpose Digital transformation projects are complex, lengthy and difficult to implement, often failing to meet their objectives. Previous research has attributed this failure to competing institutional logics influencing actors’ coping responses, and differences in actors’ interpretations of the project’s goals, technology and processes - their “organising vision”. The purpose of this paper is to analyse a complex technology implementation project from an institutional perspective, to further elucidate the role of multiple logics and organising vision. Design/methodology/approach A qualitative single study approach was used to investigate a public-sector technology project aimed at delivering a unified Human resource information system (HRIS) across regional health organisations in one country. Findings Four logics characterised the project (public sector, professional, corporate and market), but their relative dominance shifted as the project transitioned through stages, from comprehension to implementation. These shifts exposed tensions between components of actors’ organising vision, which influenced their coping behaviours in response to unexpected changes in the project’s strategic ambitions and technological scope. Coherence of vision, both within groups of actors and between them, was a key mediator of coping responses and project outcomes. Originality/value This analysis demonstrates the role of actors’ organising vision in bridging institutional logics and coping responses to shape digital transformation projects. It highlights the need to account not only for diverse institutional logics, but also for their changing influence as projects unfold and actors’ attention is directed onto different aspects of the organising vision. From a management perspective, it illustrates the importance of clear and consistent communication, to avoid entrenching conflicting interpretations.

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When innovation fails: An institutional perspective of the (non)adoption of boundary spanning IT innovation

Cited by 26 publications

References 50 publications

The impact of legitimacy-based motives on IS adoption success: An institutional theory perspective

The impact of legitimacy-based motives on IS adoption success: An institutional theory perspective

Clinical managers' identity at the crossroad of multiple institutional logics in it innovation: The case study of a health care organization in England

Coping with institutional complexity

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