Abstract

Digital transformation, particularly in the public sector, entails wide-scale and interorganisational alignment. There is a practical need to explore information systems alignment (IS alignment) in highly complex and pluralistic settings, like healthcare, given the immense benefits of successfully integrating IS into broader health systems. In pluralistic settings, power and politics abound, where rational approaches to alignment may not necessarily be effective. Further, few studies explore IS alignment at this scale; and fewer still examine the activities and tools required to align strategies and structures with dynamic and political surroundings in practice. Through a qualitative case study, we submit that policy can serve as an alignment apparatus with cascading effects across levels of organisation. We aim to identify alignment practices involving multiple organisational actors; and demonstrate the critical role of policy and the multilevel nature of alignment required to improve healthcare services at scale and promote sustained meaningful use.

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Paper Number 1605; Track Governance; Short Paper

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