We conducted an ethnographically based study at a large teaching hospital to examine clinician workarounds engendered by the adoption of a Computerized Prescribe Order Entry (CPOE) system. Specifically, we investigated how adoption of computerized systems may alter medical practice, order management in particular, as manifested through the working-around behavior developed by doctors and nurses to accommodate the changes in their day-to-day work environment. In this paper, we focus on clinicians' workarounds, including those workarounds that gradually disappeared and those that have become routinized. Further, we extend the CSCW concept of boundary object (to "assemblage") in order to understand the workarounds created with CPOE system use and the changing nature of clinical practices that are increasingly computerized.

Quality has been identified as a key competitive weapon in the global market. Chinese firms are making considerable effort in implementing quality management in order to gain global competitiveness. The purpose of this study is to compare and contrast manufacturing strategies and business practices between TQM and traditional (or non-TQM) firms in the Chinese manufacturing industry. This study explores the differences that may exist between TQM and traditional non-TQM firms in manufacturing strategies and business practices by analyzing survey results of 243 Chinese manufacturing firms. Differences between TQM and traditional non-TQM firms are investigated in several respects.

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Objective Physician champions are “boots on the ground” physician leaders who facilitate the implementation of, and transition to, new health information technology (HIT) systems within an organization. They are commonly cited as key personnel in HIT implementations, yet little research has focused on their practices and perspectives. Materials and Methods We addressed this research gap through a qualitative study of physician champions that aimed to capture their challenges and strategies during a large-scale HIT implementation. Email interviews were conducted with 45 physician champions from diverse clinical areas 5 months after a new electronic health record (EHR) system went live in a large academic medical center. We adopted a grounded theory approach to analyze the data. Results Our physician champion participants reported multiple challenges, including insufficient training, limited at-the-elbow support, unreliable communication with leadership and the EHR vendor, as well as flawed system design. To overcome these challenges, physician champions developed their own personalized training programs in a simulated context or in the live environment, sought and obtained more at-the-elbow support both internally and externally, and adapted their departmental sociotechnical context to make the system work better. Discussion and Conclusions This study identified the challenges physician champions faced and the strategies they developed to overcome these challenges. Our findings suggest factors that are crucial to the successful involvement of physician champions in HIT implementations, including the availability of instrumental (eg, reward for efforts), emotional (eg, mechanisms for expressing frustrations), and peer support; ongoing engagement with the champions; and appropriate training and customization planning.

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