The Electronic Journal of Information Systems Evaluation provides critical perspectives on topics relevant to Information Systems Evaluation, with an emphasis on the organisational and management implications
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Journal Article

Implementing Electronic Health Information Systems in Local Community Settings: examining Individual and Organisational change experiences in the Philippines  pp187-198

Shainur Premji, Ann Casebeer, Richard E Scott

© Jan 2012 Volume 15 Issue 2, Editor: Shaun Pather, pp149 - 229

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Abstract

In this paper, we examine the implementation of an electronic health information system called the Community Health Information Tracking System (CHITS) in health centres in the Philippines. CHITS was created in 2005 to respond to a gap in population health decision‑making that developed when the Philippines government underwent health sector reforms in the 1990s, shifting resources and decision‑making authority from the national Department of Health to local governmental units at the municipal, provincial and regional levels. Two models ‑ Prochaska and Velicers Transtheoretical Model for Health Behaviour Change and Greenwood and Hinings Organisational Change Management Model ‑ were used to examine the transition from a paper to electronic environment and to assess processes and outcomes at the individual and organisational levels. Final results show both models adequately described the change management processes that occurred for health centre workers and health centres during implementation. However, neither model was developed to focus well on system and government level action and inaction. Our use of these frameworks was therefore unable to fully encapsulate the multiple organisational and political layers of change required in a highly decentralised environment; the health centre as an organisational entity was, and remains, highly dependent on decisions made by local governmental units … decision and policy‑makers at this level must undergo their own change management processes in order for the adoption of CHITS to proceed. We therefore see a series of processes required to proceed both concurrently and sequentially in order for change to occur and be sustained individually, organisationally and systemically. In particular, the role and power of government policy and decision‑making requires more deliberate attention when building our models and conducting our empirical enquiries.

 

Keywords: health information systems, evaluation, individual and organisational change management, e-health, decentralisation

 

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Journal Article

Changing the Communication Culture of Distributed Teams ina World Where Communication is Neither Perfect nor Complete  pp187-196

Peter Weimann, Christian Hinz, Else Scott, Michael Pollock

© Oct 2010 Volume 13 Issue 2, ICIME 2010, Editor: Shaun Pather and Corrie Uys, pp97 - 196

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Abstract

Distributed teams have been set up to work together across space, time and even organisational boundaries over the last few years, to increase the availability of scarce skills, reduce travel costs, and increase worker job satisfaction through fewer relocations. This has been due to globalisation, shorter development cycles and scarce human expert resources placing additional pressure onto project teams. Technological developments, such as various communication technologies, have helped to support this move to distributed teams. These communication technologies, including phone and video conferencing, mobile technologies and the Internet, help team members handle project tasks in a distributed or virtual team project environment. This case study based paper provides an analysis of the communication culture and tools of the distributed teams of a large German manufacturer. The communication behaviours and tools used by these real distributed teams working together in different settings on international projects are analysed. The advantages and disadvantages of the distributed work setting and the different technologies used by the teams were gathered via a questionnaire and interviews with the leader and members of the different teams. The findings show that regular face‑to‑face meetings, email and phone still play a pivotal role in team communications, even though a variety of communication tools is available. The results also indicate that, like non‑distributed teams, a need for common ground and shared meaning, or social context, are essential elements for the communications within a distributed team. Face‑to‑face meetings are still important to create a common ground and shared meaning in distributed teams. The complexity of the tasks needed to be performed by the distributed team is also affected by this social context. Team members often complain about misuse of the different tools, as well as a lack of communication rules regarding the different communication tools. The case study shows that team member satisfaction and team success can only be accomplished if the communication culture in the company takes into account the technologies used and the distributed work setting.

 

Keywords: communications culture, virtual teams, communication technology, communication pattern, change management

 

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Journal Issue

Volume 15 Issue 2 / Jul 2012  pp149‑229

Editor: Shaun Pather

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Keywords: information systems, service quality, SERVQUAL, service performance, service expectations, difference scores, user satisfaction, quality evaluations, Technical and Functional Quality Model, mobile telephony industry, factor analysis, health information systems, evaluation, individual and organisational change management, e-health, decentralisation

 

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