Interpreting integration with respect to information systems in organizations – image, theory and reality

Waring, Teresa; Wainwright, David

doi:10.1080/026839600344320

Cited by 26 publications

(17 citation statements)

References 19 publications

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“…She therefore advocates integrated information systems with greater functionality and new technologies. Waring and Wainwright (2000) further reinforce the need to take a wider and more holistic approach to integration of organizations and information systems specifically in the context of health care systems; they propose a framework that takes account of strategic, technical systems and organizational domains for integration.…”

Section: Collaboration Partnership and Teamworkingmentioning

confidence: 98%

The discipline of improvement: something old, something new?

et al. 2004

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In response to calls to improve the efficacy of health care services, there is an increasing focus on the processes of achieving a continuous improvement of services and practices. One specific response is that of the NHS Modernization Agency and National Health Service University in relation to the Discipline of Improvement in Health and Social Care. This paper draws on a study that explored the underpinning knowledge base of the Discipline of Improvement and focuses on describing the framework that was developed. The two-dimensional framework is composed of five primary categories, which cross-link to 11 competencies. The study concludes that the Discipline of Improvement draws together a group of ideas that together cohere to form a distinctive model to aid the improvement of health care. While some of these ideas are well-established, the way in which the Discipline of Improvement makes connections between them offers something new to our understanding of change in the complex world of health care provision, and to nursing management.

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Section: Collaboration Partnership and Teamworkingmentioning

confidence: 98%

The discipline of improvement: something old, something new?

et al. 2004

Self Cite

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“…It was clear that the time had come to initiate a project to support the planned expansion and deal with an accumulated problem set at root and branch level (Waring & Wainwright, 2000). However, previous change initiatives had had mixed results, not due to a lack of top level support, but a lack of enthusiasm from middle managers as they became side-tracked by pressing production issues.…”

Section: Apco: Developing Preparednessmentioning

confidence: 99%

“…Notwithstanding the critique of stage models, this does seem in conditions of organic growth. At this point, many OMs consider technological integration across the enterprise (Waring & Wainwright, 2000), the point where I was called in to oversee case, APCO.…”

Section: Introductionmentioning

confidence: 99%

Contrasting Approaches to Preparedness

Warren

Fuller

2011

Managing Adaptability, Intervention, and People in Enterprise Information Systems

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This chapter reflects on ongoing research in SMEs in the manufacturing and service sectors. It contrasts different approaches to the issue of preparedness from an organisational and social perspective, in two cases where new enterprise-wide business processes were implemented and integrated in different settings. In both cases, the emergence of new systems presented a huge challenge to companies hard-pressed to marshal the resources to mount effective change and implementation projects on this scale. The cases presented enable a comparison of different strategies used, one firm responding to organic growth, and the other to rapid industry-driven change. The chapter focuses not on the implementations per se, but instead on the issue of preparedness for change. The chapter concludes by drawing out general lessons concerning how to support and maintain organisational preparedness for enterprise wide change in different industry settings.

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“…The technical literature is full of examples of the benefits of customisation and integration of information systems. From a more conceptual viewpoint, Waring and Wainwright [41] have recently explored how the image of integrated IS is constructed, and how this has contributed to the acceptance of common idealised goals and benefits.…”

Section: Marginal Use Of the Information System: Unresolved Issues Ofmentioning

confidence: 99%

Towards an interpretative integrative framework to conceptualise social processes in large information systems implementations

Alvarez

2003

Information Technology for Development

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This paper develops a new interpretative framework to study large information systems implementations. This framework is used to make explicit the various links between the implementation process, the wider organisation and external context. This framework is applied to a substantive case to integrate relevant organisational levels and distinct activity domains, as well as the interconnections between those levels and domains through time. More specifically, the paper extends a previous substantive case analysis with an interpretivist conceptualisation and theory triangulation in order to uncover the deeper structure and meanings embedded in a major information systems (IS) implementation process. The research scope of the IS implementation ranged from initial project formulation, to system development and management training, managing support from key stakeholders, and marginal system use. The substantive case, which has been published elsewhere [33], is based on a national information systems initiative to support the decentralisation and modernisation of management functions in health districts of the Ministry of Public Health in Ecuador. A key objective of this paper is to build a process theory of IS implementation, situated within the context of the substantive case study.

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Interpreting integration with respect to information systems in organizations – image, theory and reality

Cited by 26 publications

References 19 publications

The discipline of improvement: something old, something new?

The discipline of improvement: something old, something new?

Contrasting Approaches to Preparedness

Towards an interpretative integrative framework to conceptualise social processes in large information systems implementations

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