Information and communication technology (ICT) is an intervention for the future provision of healthcare services and diverse types of technologies are being implemented. However, realizing the benefits of such efforts is challenging. Moreover, collaboration among organizations has become common, which increases the complexity level and making the benefits of ICT efforts even more challenging to realize. As benefits management (BM) practices have not been designed for complex situations, a deeper contextual understanding of BM practices is required. To address this issue, a case study was conducted in a Norwegian interorganizational eHealth effort. The results provide an overview of four central concepts describing interorganizational complexity, as well as organizational and external concepts that challenge current BM practices. The case study findings highlight the need for updated BM practices and provides three novel suggestions for improving BM practices in interorganizational eHealth efforts.

Over the past decades a number of benefits realisation (BR) frameworks have been developed. The benefits management model (BMM) is considered to be the most widely adopted and is often seen as a reference for good practice in digitalisation efforts in single organisations. However, this literature provides little support for complex, inter‑organisational efforts. This is problematic, considering that digitalisation increasingly involves multiple organisations. To explore this gap, we studied the phenomenon in a Norwegian inter‑organisational eHealth effort. Based on a qualitative study involving 50 interviews, observations and document analyses, we identify five distinct challenges and suggest a research agenda with five propositions for benefits management in complex digitalisation settings that can be further explored and tested by other researchers. The challenges and propositions constitute novel insights into a poorly understood area and contain implications and directions that can benefit both researchers and practitioners working in similar contexts.

While work with benefits realization requires organizational learning to be effective, emphasis on organizational learning is hard to find in benefits realization studies. To remedy this research gap, we study how organizational learning theory can contribute to improve benefits realization processes. A qualitative approach was used to gain in depth understanding of benefits realization in an ICT healthcare services project. We found that individual learning is present, but organizational learning has not been given explicit attention neither in the project nor in the literature of benefits realization management. We argue that the individual learning in the project forms an excellent basis for organizational learning, i.e., in the form of organizational structures, routines, and methods for benefits realization.

Use of information and communication technology (ICT)