Implementing information systems in health care organizations: myths and challenges.
M. Berg. International Journal of Medical Informatics, 64 (2-3):
143-56(2001)
Abstract
Successfully implementing patient care information systems (PCIS) in health care organizations appears to be a difficult task. After critically examining the very notions of 'success' and 'failure', and after discussing the problematic nature of lists of 'critical success- or failure factors', this paper discusses three myths that often hamper implementation processes. Alternative insights are presented, and illustrated with concrete examples. First of all, the implementation of a PCIS is a process of mutual transformation; the organization and the technology transform each other during the implementation process. When this is foreseen, PCIS implementations can be intended strategically to help transform the organization. Second, such a process can only get off the ground when properly supported by both central management and future users. A top down framework for the implementation is crucial to turn user-input into a coherent steering force, creating a solid basis for organizational transformation. Finally, the management of IS implementation processes is a careful balancing act between initiating organizational change, and drawing upon IS as a change agent, without attempting to pre-specify and control this process. Accepting, and even drawing upon, this inevitable uncertainty might be the hardest lesson to learn.
%0 Journal Article
%1 Berg01
%A Berg, M
%D 2001
%J International Journal of Medical Informatics
%K myown
%N 2-3
%P 143-56
%T Implementing information systems in health care organizations: myths and challenges.
%V 64
%X Successfully implementing patient care information systems (PCIS) in health care organizations appears to be a difficult task. After critically examining the very notions of 'success' and 'failure', and after discussing the problematic nature of lists of 'critical success- or failure factors', this paper discusses three myths that often hamper implementation processes. Alternative insights are presented, and illustrated with concrete examples. First of all, the implementation of a PCIS is a process of mutual transformation; the organization and the technology transform each other during the implementation process. When this is foreseen, PCIS implementations can be intended strategically to help transform the organization. Second, such a process can only get off the ground when properly supported by both central management and future users. A top down framework for the implementation is crucial to turn user-input into a coherent steering force, creating a solid basis for organizational transformation. Finally, the management of IS implementation processes is a careful balancing act between initiating organizational change, and drawing upon IS as a change agent, without attempting to pre-specify and control this process. Accepting, and even drawing upon, this inevitable uncertainty might be the hardest lesson to learn.
@article{Berg01,
abstract = {Successfully implementing patient care information systems (PCIS) in health care organizations appears to be a difficult task. After critically examining the very notions of 'success' and 'failure', and after discussing the problematic nature of lists of 'critical success- or failure factors', this paper discusses three myths that often hamper implementation processes. Alternative insights are presented, and illustrated with concrete examples. First of all, the implementation of a PCIS is a process of mutual transformation; the organization and the technology transform each other during the implementation process. When this is foreseen, PCIS implementations can be intended strategically to help transform the organization. Second, such a process can only get off the ground when properly supported by both central management and future users. A top down framework for the implementation is crucial to turn user-input into a coherent steering force, creating a solid basis for organizational transformation. Finally, the management of IS implementation processes is a careful balancing act between initiating organizational change, and drawing upon IS as a change agent, without attempting to pre-specify and control this process. Accepting, and even drawing upon, this inevitable uncertainty might be the hardest lesson to learn.},
added-at = {2010-08-13T17:48:04.000+0200},
author = {Berg, M},
biburl = {https://www.bibsonomy.org/bibtex/2dabcc02f077f1e94bafbd9f26abaa356/referrator},
file = {:Berg01.pdf:PDF},
interhash = {dcd4e30b7d918ba724b81652f4d02f74},
intrahash = {dabcc02f077f1e94bafbd9f26abaa356},
issn = {1386-5056},
journal = {International Journal of Medical Informatics},
keywords = {myown},
number = {2-3},
pages = {143-56},
pdf = {Berg01.pdf},
timestamp = {2010-08-13T17:48:04.000+0200},
title = {Implementing information systems in health care organizations: myths and challenges.},
volume = 64,
year = 2001
}