Institutional Logics and Their Influence on Enterprise Architecture Adoption

Dang, Duong

doi:10.1080/08874417.2018.1564632

Cited by 10 publications

(8 citation statements)

References 51 publications

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“…In that sense, EA project and its activities can be understood to be a part of EAM. EA products are outputs of an EA project, such as strategic plans, standards, and frameworks (Dang 2019). EA approach is understood as methodologies to establish an EA.…”

Section: Enterprise Architecturementioning

confidence: 99%

“…Second, although institutional theory is used in the EA literature, the theory is used to study on the barriers of institutionalization (Iyamu 2009), interoperability challenges (Hjort-Madsen and Gøtze 2004), governmental pressures (Hjort-Madsen, 2007), or institutional logics within EA adoption (Dang 2019). These studies have not revealed how individuals and groups are involved in or are influenced by the pressure.…”

Section: Conclusion Implications and Limitationsmentioning

confidence: 99%

“…While literature has indicated the importance of cognitive, normative, and regulative pressure on adoption intention (Khalifa and Davison 2006;Krell et al 2009;Liang et al 2007;Teo and Pian 2003;Yoon and George 2013;Zheng et al 2013), little is known about how these pressures affect the adoption process. EA literature on the institutional view is especially scarce; the few examples focusing on the institutionalization barriers within EA management (Dang 2017;Iyamu 2009), which factors influence architectural coordination (Weiss et al 2013), interoperability challenges (Hjort-Madsen and Gøtze 2004), government pressures (Hjort-Madsen 2007), potential solutions for EA adoption (Dang and Pekkola 2016;Dang et al 2019), and the stakeholders logics in EA adoption (Dang 2019). The ways in which institutional factors influence different phases of EA adoption remain unknown, as are stakeholders' responses to challenges that emerge within EA adoption process.…”

Section: Introductionmentioning

confidence: 99%

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Institutional Perspectives on the Process of Enterprise Architecture Adoption

Dang

Pekkola

2019

Inf Syst Front

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Organizations often adopt enterprise architecture (EA) when planning how best to develop their information technology (IT) or businesses, for strategic management, or generally for managing change initiatives. This variety of different uses affects many stakeholders within and between organizations. Because stakeholders have dissimilar backgrounds, positions, assumptions, and activities, they respond differently to changes and the potential problems that emerge from those changes. This situation creates contradictions and conflicts between stakeholders that may further influence project activities and ultimately determine how EA is adopted. In this paper, we examine how institutional pressures influence EA adoption. Based on a qualitative case study of two cases, we show how regulative, normative, and cognitive pressures influence stakeholders' activities and behaviors during the process of EA adoption. Our contribution thus lies in identifying roles of institutional pressures in different phases during the process of EA adoption and how it changes overtime. The results provide insights into EA adoption and the process of institutionalization, which help to explain emergent challenges in EA adoption.

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Section: Enterprise Architecturementioning

confidence: 99%

Section: Conclusion Implications and Limitationsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Institutional Perspectives on the Process of Enterprise Architecture Adoption

Dang

Pekkola

2019

Inf Syst Front

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“…The advantage of this approach is its alignment with other IS or strategies. For example, the MRP was designed within the country's enterprise architectural framework [38]. In that sense, the platform can easily harmonize with other systems at different levels of administrative systems, from the central government (e.g., the Ministry of Health), local governments, and counties to the municipalities.…”

Section: Approaches To Establishing National Ehealth Platformsmentioning

confidence: 99%

Platformization Practices of Health Information Systems: A Case of National eHealth Platforms

Dang¹,

Pekkola²,

Pham³

et al. 2022

Proceedings of the Annual Hawaii International Conference on System Sciences

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Using electronic health (eHealth) platforms is an approach for reaching more people to get services-for example during pandemics or disasters. eHealth platforms help reduce costs and improve the general quality of healthcare. However, establishing eHealth platforms at the national level is challenging due to legal, privacy, and financial constraints. Furthermore, studies on the national eHealth platform in the public sector are scarce. This motivated us to study and understand the process of implementing a public national eHealth platform. We use a qualitative case study as a research approach and the theory of practice and concept of site as lenses to examine the platformization practices of three national-level eHealth platforms. We contribute to the literature by identifying key features of site-shifting in eHealth and describing the practices and features of involved practitioners and the site regarding the process of establishing the platform. Our findings benefit practitioners, as the platformization phases can be seen as lessons when establishing a national eHealth platform. Additionally, the three approaches discussed in this study could be seen as a guide to creating national eHealth platforms.

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“…Various IS studies have also used the competing institutional logics perspective, e.g., to examine enterprise information system implementation [32,39], independent third-party app development [40], enterprise architecture adoption [41], digital infrastructure [42], and digital innovation [43].…”

Section: Theoretical Background 31 Institutional Logicsmentioning

confidence: 99%

Revenue Cycle Management in the Wake of EMR Implementation: A Competing Logics Perspective

Singh¹,

Durcikova²,

Mathiassen³

2021

Proceedings of the Annual Hawaii International Conference on System Sciences

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The health information technology (HIT) literature has focused on how healthcare organizations use electronic medical record (EMR) systems and other clinical IT for care delivery and coordination. However, few studies have examined how implementation of these technologies impact the organizations' revenue cycle management (RCM) and consequent financial sustainability. Against that backdrop, we draw on institutional logics perspective to analyze experiences from two action research engagements that leveraged EMR implementations in medical clinics to improve RCM. As a result, we identify four coexisting yet competing logics-logic of care, logic of business, logic of management, and logic of technology-that shaped how the clinics addressed challenges in their revenue cycle. While IT transformed practices and information exchanges, the competing logics shaped the clinics' RCM in the wake of their EMR implementation. We conclude with contributions to research and practice.

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Institutional Logics and Their Influence on Enterprise Architecture Adoption

Cited by 10 publications

References 51 publications

Institutional Perspectives on the Process of Enterprise Architecture Adoption

Institutional Perspectives on the Process of Enterprise Architecture Adoption

Platformization Practices of Health Information Systems: A Case of National eHealth Platforms

Revenue Cycle Management in the Wake of EMR Implementation: A Competing Logics Perspective

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