Managers’ Identification with and Adoption of Telehealthcare

Jane Hendy, Theopisti Chrysanthaki and James Barlow
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Jane Hendy: Department of Healthcare Management and Policy, University of Surrey, Guildford GU7 7XH, UK
Theopisti Chrysanthaki: Department of Health Services Research and Policy, London School of Hygiene & Tropical Medicine, 15-17 Tavistock Place, London WC1H 9SH, UK
James Barlow: Department of Management, Imperial College Business School, Imperial College, London SW7 2AZ, UK

Societies, 2014, vol. 4, issue 3, 1-18

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.

Keywords: telehealthcare; identification; sensemaking; organization (search for similar items in EconPapers)
JEL-codes: A13 A14 P P0 P1 P2 P3 P4 P5 Z1 (search for similar items in EconPapers)
Date: 2014
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (1)

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