Large-Scale ICT Innovation, Power, and Organizational Change: The Case of a Regional Health Information Network
Abstract
This article focuses on the multilevel context of power negotiations in understanding the relationship between large-scale information and communication technology (ICT) innovation and organizational change. The authors'analytical approach draws on the concept of networks of power to examine the changing interrelationships between institutional arrangements, people, ICTs, and work practices and how each plays a role in the adjustment, coordination, and integration of diverse interests and goals. The authors use this approach to examine the development and use of a regional health information network and conclude with some suggestions for effectively negotiating the process of change.
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Networks of power are key to success, and an IT company should seek to mobilise the enthusiasm and influence of its clinical user base.
“They conclude (a) that networks of power are key to successand especially that an IT company should seek to mobilise the enthusiasm and influence of its clinical user base;”
Large-scale ICT innovation requires access to heterogeneous resources, the control of which can externally influence the process of translation.
“(b) that large-scale ICT innovation requires access to heterogeneous resources, the control of which can externally influence the process of translation;”
The actor-network is fragile and dynamic; large-scale ICTs have distributed and multiple effects on participant organisations and need to be managed over time as use may be transformed into nonuse, resources initially gained may be later lost, and collaboration with key stakeholders may turn into conflict.
“(c) that the network is fragile and dynamic ['large-scale ICTs have distributed and multiple effects on participant organisations and need to be managed over time as use may be transformed into nonuse, resources initially gained may be later lost, and collaboration with key stakeholders may turn into conflict' (p.89)].”
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- Authors
- Constantinides, P., & Barrett, M.
- Affiliations
- University of Cambridge (GB)
- Venue
- The Journal of Applied Behavioral Science
- Publisher
- SAGE Publications
- Published
- 2006-03
- Volume
- 42
- Issue
- 1
- Pages
- 76-90
- ISSN
- 0021-8863 (ISSN-L)
- 1552-6879
- OpenAlex
- W2117088152
- Cited by
- 59
- References
- 35
- Citations by year
- 2024: 1 · 2023: 1 · 2021: 1 · 2020: 1 · 2019: 2 · 2017: 4 · 2016: 1 · 2015: 5 · 2014: 3 · 2013: 5 · 2012: 5
- FWCI
- 16.27
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- The Journal of Applied Behavioral Science (publishedVersion)
- Topics
- Social Sciences › Sociology and Political Science › Information Systems Theories and Implementation
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Management and Organizational Studies
- Social Sciences › Business, Management and Accounting › Management Information Systems › Information Technology Governance and Strategy
- Keywords
- ICT innovation, organizational change, power negotiation, networks of power, multilevel analysis, institutional arrangements, work practices, regional health information networks, health information technology, change management
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