Governance, Strategy, and Value of IS
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Paper Number
1862
Paper Type
short
Description
Health information systems (HIS) are the foundation of responsive and sustainable health systems. However, despite continuous efforts to integrate HIS into health systems, majority of HIS initiatives fail to meet intended objectives. Successful information systems (IS) implementation is critical upon the alignment of organisational and IS strategies and structures (IS alignment). However, the challenge of IS alignment is compounded in highly pluralistic contexts, such as healthcare, where multiple actors are inherently required to deliver a shared value despite divergent goals and interests. In such settings, strategic drift – deviations from intended objectives – is more likely to occur and lead to misalignment over time. While prior studies have examined IS alignment as a dynamic and multilevel phenomenon, there remains a dearth of studies exploring IS alignment practices beyond unitary perspectives. In this research-in-progress, we examine the alignment practices different organisational actors employ to address strategic drift and achieve their intended outcomes.
Recommended Citation
Llamzon, Roxanne Baudilla; Tan, Felix; Carter, Lemuria; Mouzakis, Kon; and Vasa, Rajesh, "Treating Strategic Drift: Alignment Practices in Healthcare Information Systems Implementations" (2021). ICIS 2021 Proceedings. 8.
https://aisel.aisnet.org/icis2021/governance/governance/8
Treating Strategic Drift: Alignment Practices in Healthcare Information Systems Implementations
Health information systems (HIS) are the foundation of responsive and sustainable health systems. However, despite continuous efforts to integrate HIS into health systems, majority of HIS initiatives fail to meet intended objectives. Successful information systems (IS) implementation is critical upon the alignment of organisational and IS strategies and structures (IS alignment). However, the challenge of IS alignment is compounded in highly pluralistic contexts, such as healthcare, where multiple actors are inherently required to deliver a shared value despite divergent goals and interests. In such settings, strategic drift – deviations from intended objectives – is more likely to occur and lead to misalignment over time. While prior studies have examined IS alignment as a dynamic and multilevel phenomenon, there remains a dearth of studies exploring IS alignment practices beyond unitary perspectives. In this research-in-progress, we examine the alignment practices different organisational actors employ to address strategic drift and achieve their intended outcomes.
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