Paper Number
1803
Paper Type
Completed
Description
Sustaining an IS program in healthcare encounters the complexities of the dynamic and loosely connected network of institutionally powerful actors. We apply ‘orchestration’ framework to examine the orchestration of public healthcare by a low power stakeholder for sustaining an IS program. We study the case of a hospital information systems running across 20+ hospitals in Himachal Pradesh, India, for more than a decade. Analysis informs that institutional network orchestration goes through multiple interconnected stages, each presenting unique dilemmas. The orchestrator takes different roles to perform various relation and material institutional work across these stages and often leverages on unanticipated events, just by being physically and temporally present. We identify four orchestration stages—promoting member engagement, building distributed ownership, managing partnership, and managing coherence. Initial stage institutional work helps orchestrator accumulate ‘symbolic power’, which proves critical in later stage orchestration. Findings contribute to orchestration framework and inform IS in healthcare literature.
Recommended Citation
Kumar, Mayank; Sahay, Sundeep; Mukherjee, Arunima S; and Chandwani, Rajesh, "Orchestrating ‘Institutional Network’ for the Sustainability of IS Program: Evidence from Indian Public Healthcare" (2023). ICIS 2023 Proceedings. 22.
https://aisel.aisnet.org/icis2023/ishealthcare/ishealthcare/22
Orchestrating ‘Institutional Network’ for the Sustainability of IS Program: Evidence from Indian Public Healthcare
Sustaining an IS program in healthcare encounters the complexities of the dynamic and loosely connected network of institutionally powerful actors. We apply ‘orchestration’ framework to examine the orchestration of public healthcare by a low power stakeholder for sustaining an IS program. We study the case of a hospital information systems running across 20+ hospitals in Himachal Pradesh, India, for more than a decade. Analysis informs that institutional network orchestration goes through multiple interconnected stages, each presenting unique dilemmas. The orchestrator takes different roles to perform various relation and material institutional work across these stages and often leverages on unanticipated events, just by being physically and temporally present. We identify four orchestration stages—promoting member engagement, building distributed ownership, managing partnership, and managing coherence. Initial stage institutional work helps orchestrator accumulate ‘symbolic power’, which proves critical in later stage orchestration. Findings contribute to orchestration framework and inform IS in healthcare literature.
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Comments
16-HealthCare