Perspectives From Nurse Leaders and Chief Information Officers on Health Information Technology Implementation

Abstract

To enhance the limited empirical evidence in the literature, the authors developed new knowledge and information on the basis of implementation experiences (e.g., strategic planning, goals, outcomes, barriers, mistakes) of hospital executives with actual health information technology (HIT). The authors asked why hospital leaders implement HIT and how they do so, and then applied the answers to the theoretical framework of change management and leadership. The authors accomplished this through a qualitative research study design. Various employees from different levels of the organizational chart provide their perspectives, allowing the authors to examine internal trends related to HIT. The authors examined external trends through a comparative analysis of healthcare markets.

Identifying the Roles of Healthcare Leaders in HIT Implementation: A Scoping Review of the Quantitative and Qualitative Evidence

“…The importance of leaders' support was also detected by Hsia et al [50], who found that top management beliefs support HIT usage in the organisation. Not only is top management support important, but clinical leaders and middle managers also act as supporters [33,35,39,47]. Abbott [6] recognised the role of leaders as champions, and in this role they had the knowledge, skills and understanding of the complexities of HIT, and they were passionate about implementation and better health outcomes.…”

“…According to the included studies, the most common role for healthcare leaders in HIT implementation was that of supporter [33][34][35][38][39][40][41][42]47,48]. Leaders at all levels were responsible for supporting HIT implementation [33,35,39,47]. When leaders did not support implementation, it struggled to succeed [41].…”

“…Healthcare leaders at all levels were responsible for actively participating in planning the implementation [34,38,47,48], creating implementation teams [35], and occasionally they were responsible for scheduling the implementation [42,44]. Some of the study participants worked as project managers or coordinators, and they felt responsible for the implementation process [38].…”

A multilevel model of information system success in the user department: integrating job performance theory and field theory

“…Information system (IS) applications have enabled many organisations to become more productive and competitive in the 21st century (Ashrafi and Mueller, 2015;Johnson and Lederer, 2013;Li et al, 2013b;Luftman, 2003;Szydlowski and Smith, 2009;Yeh and Teng, 2012), through IS resources and IS capabilities (Ashrafi and Mueller, 2015). However, while there are many IS success stories, many failures have also been reported (Akgün et al, 2014;Barker and Frolick, 2003;Dawson and Owens, 2008;Lech, 2013).…”

Turning Electronic Health Record Data Into Meaningful Information Using SQL and Nursing Informatics

“…The lack of information technology staff with EHR knowledge and training is a large barrier to EHR use. 6,7 Low patient volume with high overhead cost and trends to increased outpatient services that provide lower reimbursement than inpatient services generate an RH environment of limited finances and resources. 8 Using Structured Query Language (SQL), a data manipulation language developed by the International Standards Organization and the International Electrotechnical Commission (both Geneva, Switzerland), provides a mechanism whereby complex but specific data can be retrieved from the EHR, which are not available otherwise and are not supplied by the EHR's vendor.…”