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Managers’ Identification with and Adoption of Telehealthcare

Author

Listed:
  • Jane Hendy

    (Department of Healthcare Management and Policy, University of Surrey, Guildford GU7 7XH, UK)

  • Theopisti Chrysanthaki

    (Department of Health Services Research and Policy, London School of Hygiene & Tropical Medicine, 15-17 Tavistock Place, London WC1H 9SH, UK)

  • James Barlow

    (Department of Management, Imperial College Business School, Imperial College, London SW7 2AZ, UK)

Abstract
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.

Suggested Citation

  • Jane Hendy & Theopisti Chrysanthaki & James Barlow, 2014. "Managers’ Identification with and Adoption of Telehealthcare," Societies, MDPI, vol. 4(3), pages 1-18, August.
    • Handle: RePEc:gam:jsoctx:v:4:y:2014:i:3:p:428-445:d:39191
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    References listed on IDEAS

    as
    1. Hendy, Jane & Barlow, James, 2012. "The role of the organizational champion in achieving health system change," Social Science & Medicine, Elsevier, vol. 74(3), pages 348-355.
    2. C. Marlene Fiol, 2002. "Capitalizing on Paradox: The Role of Language in Transforming Organizational Identities," Organization Science, INFORMS, vol. 13(6), pages 653-666, December.
    3. Dennis A. Gioia & Kumar Chittipeddi, 1991. "Sensemaking and sensegiving in strategic change initiation," Strategic Management Journal, Wiley Blackwell, vol. 12(6), pages 433-448, September.
    4. Dennis A. Gioia & James B. Thomas & Shawn M. Clark & Kumar Chittipeddi, 1994. "Symbolism and Strategic Change in Academia: The Dynamics of Sensemaking and Influence," Organization Science, INFORMS, vol. 5(3), pages 363-383, August.
    5. Karl E. Weick & Kathleen M. Sutcliffe & David Obstfeld, 2005. "Organizing and the Process of Sensemaking," Organization Science, INFORMS, vol. 16(4), pages 409-421, August.
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    Cited by:

    1. Khodadad-Saryazdi, Ali, 2021. "Exploring the telemedicine implementation challenges through the process innovation approach: A case study research in the French healthcare sector," Technovation, Elsevier, vol. 107(C).

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