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Managers’ Identification with and Adoption of Telehealthcare

Hendy, J, Chrysanthaki, T and Barlow, J (2014) Managers’ Identification with and Adoption of Telehealthcare Societies, 4 (3). pp. 428-445.

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Abstract

This paper presents managerial attempts at implementing telehealthcare. Our longitudinal, ethnographic case studies document both successful and failed implementations across five health and social care organisations in England. We draw on theories of organisational identity, sensemaking and sensegiving to highlight how managerial organisational identities can inhibit the uptake of digital health technologies. Managers who strongly identified with their current role at work felt threatened by the intended change; a telehealthcare mode of care delivery. When a strongly identified workforce agrees with this assessment, managerial and employee sensemaking and sensegiving coalesce, forming a united front of resistance that prevents further adoption of the innovation.

Item Type: Article
Authors :
NameEmailORCID
Hendy, Jj.hendy@surrey.ac.ukUNSPECIFIED
Chrysanthaki, Tt.chrysanthaki@surrey.ac.ukUNSPECIFIED
Barlow, JUNSPECIFIEDUNSPECIFIED
Date : August 2014
Uncontrolled Keywords : A13, A14, P, P0, P1, P2, P3, P4, P5, Z1, telehealthcare, identification, sensemaking, organization
Depositing User : Symplectic Elements
Date Deposited : 16 May 2017 15:33
Last Modified : 17 May 2017 14:36
URI: http://epubs.surrey.ac.uk/id/eprint/820457

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