Advertisement

Influence of Organizational Culture and Communication on the Successful Implementation of Information Technology in Hospitals

  • Shuyan Xie
  • Markus Helfert
  • Artur Lugmayr
  • Rüdiger Heimgärtner
  • Andreas Holzinger
Conference paper
Part of the Lecture Notes in Computer Science book series (LNCS, volume 8024)

Abstract

In this paper, we report on a case study examining types of organizational culture influencing communication as an important factor in the study of successful IT adoption and implementation in health care. We observed a hospital organization and focused on technological innovations and the accompanying communication factors in the successful implementation of IT. The results demonstrate the importance of the organizational culture as an important factor in establishing well-balanced communication as a primary influence factor in the implementation of new technologies. Based on theoretical and empirical insights, we propose a model describing the relationship of organizational culture, communication, and the level of success in the implementation and adaptation of new IT systems in hospitals.

Keywords

Communication Empathy Hospital Culture Information Technology Model 

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. 1.
    Anonymous: Adoption of health information technology standards would save billions: study. Health Care Strategic Management 23, 4–5 (2005)Google Scholar
  2. 2.
    Glen, G.K.: Harnessing technology to redesign labor cost management reports. Healthc. Financ. Manage. 59, 94–100 (2005)Google Scholar
  3. 3.
    Holzinger, A., Kosec, P., Schwantzer, G., Debevc, M., Hofmann-Wellenhof, R., Frühauf, J.: Design and development of a mobile computer application to reengineer workflows in the hospital and the methodology to evaluate its effectiveness. J. of Biomedical Informatics 44, 968–977 (2011)CrossRefGoogle Scholar
  4. 4.
    Heimgärtner, R., Tiede, L.-W., Windl, H.: Empathy as Key Factor for Successful Intercultural HCI Design. In: Marcus, A. (ed.) HCII 2011 and DUXU 2011, Part II. LNCS, vol. 6770, pp. 557–566. Springer, Heidelberg (2011)CrossRefGoogle Scholar
  5. 5.
    Liu, C.-H., Wang, Y.-M., Yu, G.-L., Wang, Y.-J.: Related Theories and Exploration on Dynamic Model of Empathy. Advances in Psychological Science 5, 014 (2009)Google Scholar
  6. 6.
    Daft, R.L., Weick, K.E.: Toward a Model of Organizations as Interpretation Systems. The Academy of Management Review 9, 284–295 (1984)Google Scholar
  7. 7.
    Quinn, R.E., Rohrbaugh, J.: A Spatial Model of Effectiveness Criteria: Towards a Competing Values Approach to Organizational Analysis. Management Science 29, 363–377 (1983)CrossRefGoogle Scholar
  8. 8.
    Ngwenyama, O., Nielsen, P.A.: Competing values in software process improvement: an assumption analysis of CMM from an organizational culture perspective. IEEE Transactions on Engineering Management 50, 100–112 (2003)CrossRefGoogle Scholar
  9. 9.
    Yeung, A.K., Brockbank, J.W., Ulrich, D.: Organizational culture and human resource practices: an empirical assessment. In: Woodman, R.W., Pasmore, W.A. (eds.) Research in Organizational Change and Development, vol. 5, pp. 59–81. JAI Press, Greenwich (1991)Google Scholar
  10. 10.
    Zammuto: Quantitative and qualitative studies of organizational culture. Research in Organizational Change and Development 5, 83–114 (1991)Google Scholar
  11. 11.
    Howard, L.W.: Validating the competing values model as a representation of organizational cultures. International Journal of Organizational Analysis 6, 231–250 (1998)CrossRefGoogle Scholar
  12. 12.
    Bassellier, G., Benbasat, I.: Business competence of information technology professionals: conceptual development and influence on it-business partnerships. MIS Q. 28, 673–694 (2004)Google Scholar
  13. 13.
    Boynton, A.C., Zmud, R.W., Jacobs, G.C.: The Influence of IT Management Practice on IT Use in Large Organizations. MIS Quarterly 18, 299–318 (1994)CrossRefGoogle Scholar
  14. 14.
    Harvey, M., Palmer, J., Speier, C.: Implementing intra-organizational learning: A phased-model approach supported by intranet technology. European Management Journal 16, 341–354 (1998)CrossRefGoogle Scholar
  15. 15.
    Antal, A.B., Dierkes, M., Hahner, K.: Business Perception of Contextual Changes: Sources and Impediments to Organizational Learning. Business & Society 36, 387–407 (1997)CrossRefGoogle Scholar
  16. 16.
    Chakrabarti, A.K., Feineman, S., Fuentevilla, W.: Characteristics of sources, channels, and contents for scientific and technical information systems in industrial R and D. IEEE Trans. Engineering Management 30, 8–82 (1983)Google Scholar
  17. 17.
    Brown, S.L., Eisenhardt, K.M.: Product development: Past research, present findings, and future directions. Academy of Management Review, 343–378 (1995)Google Scholar
  18. 18.
    Cockburn, A., Highsmith, J.: Agile Software Development: The People Factor. Computer 34, 131–133 (2001)CrossRefGoogle Scholar
  19. 19.
    Macdonald, S.: Learning to Change: An Information Perspective on Learning in the Organization. Organization Science 6, 557–568 (1995)CrossRefGoogle Scholar
  20. 20.
    David, W.: Successful Knowledge Management Projects. Sloan Management Review (1998)Google Scholar
  21. 21.
    Zmud, R.W.: The Effectiveness of External Information Channels in Facilitating Innovation within Software Development Groups. MIS Quarterly 7, 43–58 (1983)CrossRefGoogle Scholar
  22. 22.
    March, S.T., Smith, G.F.: Design and natural science research on information technology. Decis. Support Syst. 15, 251–266 (1995)CrossRefGoogle Scholar
  23. 23.
    Hevner, A.R., March, S.T., Jinsoo, P., Ram, S.: Design Science in Informaitona System Research. MIS Quarterly 28, 75–105 (2004)Google Scholar
  24. 24.
    Ostrowski, L., Helfert, M.: Reference Model in Design Science Research to Gather and Model Information. In: AMCIS 2012 Proceedings. AISeL (2012)Google Scholar
  25. 25.
    Yin, R.K.: The Case Study Crisis: Some Answers. Administrative Science Quarterly 26, 58–65 (1981)CrossRefGoogle Scholar
  26. 26.
    Buenger, V., Daft, R.L., Conlon, E.J., Austin, J.: Competing values in organizations: Contextual influences and structural consequences. Organization Science 7, 557–576 (1996)CrossRefGoogle Scholar
  27. 27.
    Quinn, R.E., Spreitzer, G.: The psychometrics of the competing values culture instrument and an analysis of the impact of organizational culture on quality of life. Research in Organizational Change and Development 5, 42–115 (1991)Google Scholar
  28. 28.
    Nilakanta, S., Scamell, R.W.: The Effects of Information Sources and Communication Channels on the Diffusion of an Innovation. Management Science 37, 1503–1506 (1991)CrossRefGoogle Scholar
  29. 29.
    Quinn, R.E.: Diagnosing and Changing Organizational Culture: Based on The CompetingValues Framework-3/E (2011)Google Scholar
  30. 30.
    Kettinger, W.J., Grover, V.: Special section: toward a theory of business process change management. Journal of Management Information Systems 12, 9–30 (1995)Google Scholar
  31. 31.
    Fiol, C.M., Lyles, M.A.: Organizational Learning. The Academy of Management Review 10, 803–813 (1985)Google Scholar
  32. 32.
    Ullman, J.B., Bentler, P.M.: Structural equation modeling. Handbook of Psychology (2003)Google Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2013

Authors and Affiliations

  • Shuyan Xie
    • 1
  • Markus Helfert
    • 1
  • Artur Lugmayr
    • 2
  • Rüdiger Heimgärtner
    • 3
  • Andreas Holzinger
    • 4
  1. 1.School of ComputingDublin City UniversityDublin 9Ireland
  2. 2.Tampere Univ. of Technology (TUT)TampereFinland
  3. 3.Intercultural User Interface ConsultingUndorfGermany
  4. 4.Institute for Medical Informatics, Statistics and DocumentationMedical UniversityGrazAustria

Personalised recommendations