No abstract

Systems development has been claimed to benefit from user participation, yet user participation in implementation activities may be more common and is a growing focus of participatory-design work. We investigate the effect of the extensive user participation in the implementation of a clinical system by empirically analyzing how management, participating staff, and non-participating staff view the implementation process with respect to areas that have previously been linked to user participation such as system quality, emergent interactions, and psychological buy-in. The participating staff experienced more uncertainty and frustration than management and non-participating staff, especially concerning how to run an implementation process and how to understand and utilize the configuration possibilities of the system. This suggests that user participation in implementation introduces a need for new competences. Our results also emphasize the importance of access to fellow colleagues with relevant experience in implementing systems.

The purpose of this paper is to demonstrate how digital organizational resilience was a key to digital transformation success in the public sector of Denmark. Using a historical research method, we analyze the IS history from 1998-2019 at all three levels of the public sector in Denmark. This study finds historical events about barriers and hindrances and shows how resilience enabled continuity in the transformation. We find a pattern of three elements in the history of what constitutes digital organizational resilience in e-government: digitalization strategy, collaboration across the public sector, and the ability to learn from overcoming barriers and hindrances. Digital resilience has previously been studied in the context of individual learning and cyber security. This pattern is a promising basis for understanding and achieving resilience in a transformative digitalization strategy in the public sector.