Thinking big whilst making do: Mismatching expectations of a national human resource information system in healthcare

Aizhan Tursunbayeva, Raluca Bunduchi, Claudia Pagliari, Massimo Franco

Research output: Contribution to conferencePaperpeer-review

Abstract / Description of output

A qualitative case study design was used to examine a major Information System (IS) project that aimed to implement a Human Resource Information System (HRIS) across all public hospitals and regional administrative entities within the National Health Organisation (NHO) of one European country. Here we set out to contribute to the institutional studies literature by exploring the processes through which institutional pressures shape intention to adopt, adoption and implementation of an IS innovation within an organisational setting, particularly by examining such influences over time. We also draw on the concepts of the organising vision and strategic responses, in order to understand how organisational actors interpret the nature and goals of the innovation and respond to the various institutional pressures associated with them. Adopting an institutional lens allowed us to explain the unexpected difficulties that NHO encountered during the implementation of this IS innovation, which seems to have been strongly supported at the outset. Our results indicate that at the comprehension stage, alignments between all three types of institutional pressures led to cohesive expectations concerning the core business problematic of the innovation and resulted in an initial acquiescence response. As the innovation progressed through adoption and implementation, misalignments between coercive, normative and mimetic pressures begin to manifest more strongly, exposing the inherent conflicting expectations that became part of the organizing vision about the technology itself, the organizational practices that would be changed and how these would be addressed by the innovation. We also found that as changes in institutional demands increase the tensions within the organizing vision, the variety in response strategies also increases, reflecting greater uncertainty. Thus whilst previous research indicates a linear move from acquiescence to manipulation as environmental uncertainty increases (e.g. Oliver, 1991), our findings suggest an increase in the variety of responses during the implementation stage ranging from compromise to manipulation.
Original languageEnglish
Publication statusPublished - 7 Jul 2016
Event32nd EGOS Colloquium 2016 - Naples, Italy
Duration: 7 Jul 20169 Jul 2016


Conference32nd EGOS Colloquium 2016

Keywords / Materials (for Non-textual outputs)

  • information systems innovation
  • e-Health
  • Human resource information system
  • human resource management
  • NHS


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