Dr Antonio Sanchez-Vazquez (IIMP)
Prof Chris Ivory (IIMP)
Ricardo Carolas (IIMP)
Prof Ruth McNally (EIB)
Prof Richard Aspinall (FMS)
Technology change can bring extraordinary efficiency gains for organisations, as evidenced by both the automation and ICT revolutions. However, they can also, fail to yield anticipated benefits, as the so-called 'paperless office' and ICT implementation failures have also shown. The key to reaping the benefits of innovation is to be found in how they are implemented in practice and the degree to which organisations change as a result of them.
This research concerns the post-adoption phase of technology in large Health-Care organisations. While a technology may well be formally adopted by an organisation, this does not mean it will be widely used by staff or that it will transform and improve processes and working practices. The history of knowledge management systems is littered with promising technologies that were adopted only to be resisted by staff or not used as expected. For technologies to yield benefits to organisations they must be integrated into the processes and activities undertaken by the organisation - indeed, they must to some extent transform them.
This research parts from the base of lessons learned from previous technology implementations in large public sector organisations. Outputs will be focused on the experiences of those working in NHS healthcare organisations, and what they tell us, and policymakers, about the negative and positive factors (barriers and facilitators) that contribute to successful/unsuccessful adoption and diffusion of new technology in the context of the organisation.
Prof Ivory says “Different worldviews about technology innovation in healthcare have given rise to uneven implementations which often prevent the full potential of technology being realised.”