Managers’ Identification with and Adoption of Telehealthcare

Societies

Theopisti Chrysanthaki¹  Jane Hendy²  James Barlow³ 

[1] Department of Health Services Research and Policy, London School of Hygiene & Tropical Medicine, 15-17 Tavistock Place, London WC1H 9SH, UK;Department of Healthcare Management and Policy, University of Surrey, Guildford GU7 7XH, UK;Department of Management, Imperial College Business School, Imperial College,London SW7 2AZ, UK;

关键词: telehealthcare;    identification;    sensemaking;    organization;   

DOI  :  10.3390/soc4030428

来源: DOAJ

【 摘 要 】

This paper presents managerial attempts at implementing telehealthcare.Our longitudinal, ethnographic case studies document both successful and failed implementations across five health and social care organisations in England. We draw on theories of organisational identity, sensemaking and sensegiving to highlight how managerial organisational identities can inhibit the uptake of digital health technologies. Managers who strongly identified with their current role at work felt threatened by the intended change; a telehealthcare mode of care delivery. When a strongly identified workforce agrees with this assessment, managerial and employee sensemaking and sensegiving coalesce, forming a united front of resistance that prevents further adoption of the innovation.

【 授权许可】

Unknown