Interventions for information systems introduction in the NHS

The Management School, Sheffield University, 9 Mappin Street, Sheffield S1 4DT, UK.
Health Informatics Journal (Impact Factor: 0.57). 01/2008; 13(4):283-302. DOI: 10.1177/1460458207082978
Source: PubMed


This article provides a historical review of five long-term interventions which were undertaken within the NHS. The objective of the exercise was to examine how information systems (IS) were introduced into operational environments. The length of the interventions ranged from 9 months to almost 3 years. The five sites were all at different stages of system development and the research was carried out using a combination of participant observation and action research. The research question asks, 'How can organizations think about and hence go about their information provision in such a way that successful IS are introduced?'

Download full-text


Available from: Udechukwu Ojiako, Jan 23, 2015
  • Source
    • "If not adequately addressed, new systems introduction can be met by resistance from stakeholders (Brown et al., 2002). Often this resistance can manifest in different forms such as system non-use (Maguire and Ojiako, 2007), or withdrawal (Allen and Wilson, 2005). One of the approaches adopted by Omantel to overcome stakeholder resistance was to choose a robust approach to stakeholder anaylsis. "
    [Show abstract] [Hide abstract]
    ABSTRACT: Purpose – Enterprise resource planning (ERP) systems if successfully implemented bring about competitive advantages. On the other hand, project failure could, in an extreme case, cause an organisation to go out of business. Mapped against existing literature on ERP critical success factors, this paper examines environmental factors that impacted on the adoption of ERP by The Oman Telecommunication Company (Omantel). Design/methodology/approach – A case study methodology is used to study perceptions of the ERP system implementation project in Omantel. Findings – This paper highlights the particular problems of large organisations that operate disparate legacy systems. Research limitations/implications – A single case study is conducted. This provides opportunities for further research in a number of varied settings. Originality/value – It is very important that experiences of ERP projects are shared across countries and sectors. This is because many ERP implementations are rolled out by multi-national corporations in several countries, often simultaneously. This is one of the few ERP studies that have been conducted by an internal member of staff. In these situations, it is not just a case of access, but that the respondents feel able to give practical answers.
    Full-text · Article · Feb 2010 · Industrial Management & Data Systems
  • Source
    • "People and human resource management is one highly critical area in ICT projects (Maguire and Redman, 2007). It was found that the majority of the respondents (seven out of 11) confirmed the existence of measures to train employees. "
    [Show abstract] [Hide abstract]
    ABSTRACT: Purpose – Today's global business is heavily dependent on information and communication technology (ICT). The reality for most organisations is that the rate of technology change has been extremely fast. To cope with these changes, some organisations are committing a large amount of resources. Such challenges make it difficult for some companies to invest in ICT, resulting in a need to re-think their business models. One such approach which has proved popular over the last few years is to outsource ICT. However, not all ICT outsourcing projects have been totally successful. The paper aims to explore various constructs in ICT outsourcing. Design/methodology/approach – The aim is achieved by conducting studies on 11 ICT outsourcing projects within the service sector. Findings – In future, customers will be looking for value-added services while focusing less on outsourcing as a cost-cutting exercise. There is also an added pressure on the customers and vendors to ensure that the original business case to justify outsourcing is robust. Research limitations/implications – The research is conducted with a limited sample of ICT outsourcing projects. For this reason, many of the conclusions in this paper are generalisations. Further research will need to be conducted in order for the lessons that emerge to be applicable across a wider business perspective. Originality/value – The paper takes a longer term perspective on the interface between customers and vendors in outsourcing projects. However, globally, this sector is very fluid and it is crucial that organisations understand the complexity of the relationships. This paper does not specifically seek to add to the existing body of knowledge on ICT outsourcing, but rather it serves as an opportunity to reflect on the full complexity of ICT outsourcing.
    Full-text · Article · Jul 2009 · Business Process Management Journal
  • Source

    Full-text · Article ·
Show more