Managers’ Identification with and Adoption of Telehealthcare
AbstractThis 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.
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Hendy, J.; Chrysanthaki, T.; Barlow, J. Managers’ Identification with and Adoption of Telehealthcare. Societies 2014, 4, 428-445.
Hendy J, Chrysanthaki T, Barlow J. Managers’ Identification with and Adoption of Telehealthcare. Societies. 2014; 4(3):428-445.Chicago/Turabian Style
Hendy, Jane; Chrysanthaki, Theopisti; Barlow, James. 2014. "Managers’ Identification with and Adoption of Telehealthcare." Societies 4, no. 3: 428-445.