Clinical managers' identity at the crossroad of multiple institutional logics in IT innovation: the case study of a health care organization in England

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@article{81727332cce44d6fa91ad19f5ce4ea61,
title = "Clinical managers' identity at the crossroad of multiple institutional logics in IT innovation: the case study of a health care organization in England",
abstract = "Clinical managers play a crucial role in securing the implementation and sustainability of information technology (IT) innovation in health care. Yet, not all clinical managers are willing and able to support IT innovation, particularly when the institutional logics of an IT innovation challenge their professional practice. We investigate how clinical managers use their hybrid identities to reconcile differences among competing institutional logics that affect IT innovation. Based on three examples of IT innovation (telehealth for obstructive sleep apnoea, telehealth for heart failure, and electrocardiograms) in a health care organization in England, we identify three roles in IT innovation (innovation advocate, innovation broker, and innovation laggard) that clinical managers enacted in response to three degrees of conflict between institutional logics (no conflict, moderate conflict, and high conflict), respectively. We make the following contributions. First, we demonstrate how clinical managers' perception of their hybrid role in relation to their professional identity influences their response to the conflicting institutional demands of IT innovation. We conclude that clinical managers' fragmented identities can compromise their ability to effectively manage IT innovation in health care. Second, our findings raise implications for understanding the role of professionals' hybrid identities in the implementation of digital transformation at the intersection of multiple institutional logics. ",
keywords = "health care, institutional logics, IT innovation, professional identities, telehealth",
author = "Roberta Bernardi and Mark Exworthy",
year = "2020",
month = may,
doi = "10.1111/isj.12267",
language = "English",
volume = "30",
pages = "566--595",
journal = "Information Systems Journal",
issn = "1350-1917",
publisher = "Wiley",
number = "3",

}

RIS

TY - JOUR

T1 - Clinical managers' identity at the crossroad of multiple institutional logics in IT innovation

T2 - the case study of a health care organization in England

AU - Bernardi, Roberta

AU - Exworthy, Mark

PY - 2020/5

Y1 - 2020/5

N2 - Clinical managers play a crucial role in securing the implementation and sustainability of information technology (IT) innovation in health care. Yet, not all clinical managers are willing and able to support IT innovation, particularly when the institutional logics of an IT innovation challenge their professional practice. We investigate how clinical managers use their hybrid identities to reconcile differences among competing institutional logics that affect IT innovation. Based on three examples of IT innovation (telehealth for obstructive sleep apnoea, telehealth for heart failure, and electrocardiograms) in a health care organization in England, we identify three roles in IT innovation (innovation advocate, innovation broker, and innovation laggard) that clinical managers enacted in response to three degrees of conflict between institutional logics (no conflict, moderate conflict, and high conflict), respectively. We make the following contributions. First, we demonstrate how clinical managers' perception of their hybrid role in relation to their professional identity influences their response to the conflicting institutional demands of IT innovation. We conclude that clinical managers' fragmented identities can compromise their ability to effectively manage IT innovation in health care. Second, our findings raise implications for understanding the role of professionals' hybrid identities in the implementation of digital transformation at the intersection of multiple institutional logics.

AB - Clinical managers play a crucial role in securing the implementation and sustainability of information technology (IT) innovation in health care. Yet, not all clinical managers are willing and able to support IT innovation, particularly when the institutional logics of an IT innovation challenge their professional practice. We investigate how clinical managers use their hybrid identities to reconcile differences among competing institutional logics that affect IT innovation. Based on three examples of IT innovation (telehealth for obstructive sleep apnoea, telehealth for heart failure, and electrocardiograms) in a health care organization in England, we identify three roles in IT innovation (innovation advocate, innovation broker, and innovation laggard) that clinical managers enacted in response to three degrees of conflict between institutional logics (no conflict, moderate conflict, and high conflict), respectively. We make the following contributions. First, we demonstrate how clinical managers' perception of their hybrid role in relation to their professional identity influences their response to the conflicting institutional demands of IT innovation. We conclude that clinical managers' fragmented identities can compromise their ability to effectively manage IT innovation in health care. Second, our findings raise implications for understanding the role of professionals' hybrid identities in the implementation of digital transformation at the intersection of multiple institutional logics.

KW - health care

KW - institutional logics

KW - IT innovation

KW - professional identities

KW - telehealth

UR - http://www.scopus.com/inward/record.url?scp=85071627650&partnerID=8YFLogxK

U2 - 10.1111/isj.12267

DO - 10.1111/isj.12267

M3 - Article

VL - 30

SP - 566

EP - 595

JO - Information Systems Journal

JF - Information Systems Journal

SN - 1350-1917

IS - 3

ER -