Abstract
For expert organizations like hospitals, achieving awareness and acceptance of change among their members is a crucial factor for successfully implementing a new IT system. This chapter, therefore, addresses the question of how members of an expert organization can be most effectively integrated and made aware of a change process. To answer this question, we will draw on the experiences of a medium-sized Swiss hospital that recently launched its new digital initiative with the (ongoing) introduction of a new hospital information system.
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Notes
- 1.
Companies in which the employed experts become the actual product or service will subsequently be referred to as expert organizations. Typical expert organizations are universities, law and consulting firms, or medical organizations such as hospitals or medical group practices (Rybnicek et al., 2016).
- 2.
Economists distinguish between three types of innovations organizational, process, and product innovations (Damanpour, 1991). While product innovations bestow new attributes on goods, process, and organizational innovations leave attributes unchanged.
- 3.
This is also why step seven and eight of Kotter’s change model is not yet addressed.
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Schoder, J., Pieper, J., Widmer, P.K. (2023). Managing Digital-Driven Change in Expert Organizations: The Case of a Swiss Hospital. In: Hattula, C., Köhler, I. (eds) Change Management Revisited. Business Guides on the Go. Springer, Cham. https://doi.org/10.1007/978-3-031-30240-4_2
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