Computer‐integrated operations: the introduction of a hospital information support system

Computer‐integrated operations: the introduction of a hospital information support system Study of the integration of operations through the application of computer technologies has focused on the manufacturing sector. In looking at the difficulties found in operating these technologies, increasing emphasis is being placed on their organizational aspects. These have been examined in depth by Ebers and Lieb, who concentrate on the social processes in implementation and the effects of reducing organizational slack. Applies this framework to the integration of information systems in a UK hospital. Examines the effects of integration: the new system is circumvented and organizational slack is redistributed as well as removed. Shows the importance of the cultural differences underlying the social processes between those introducing and those using the system, as well as within each of these groups. The framework of analysis provided by Ebers and Lieb thus proves to be quite robust. Concludes that our concern should not be computer‐integrated manufacturing but computer‐integrated operations. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Operations & Production Management Emerald Publishing

Computer‐integrated operations: the introduction of a hospital information support system

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Publisher
Emerald Publishing
Copyright
Copyright © 1997 MCB UP Ltd. All rights reserved.
ISSN
0144-3577
DOI
10.1108/01443579710175538
Publisher site
See Article on Publisher Site

Abstract

Study of the integration of operations through the application of computer technologies has focused on the manufacturing sector. In looking at the difficulties found in operating these technologies, increasing emphasis is being placed on their organizational aspects. These have been examined in depth by Ebers and Lieb, who concentrate on the social processes in implementation and the effects of reducing organizational slack. Applies this framework to the integration of information systems in a UK hospital. Examines the effects of integration: the new system is circumvented and organizational slack is redistributed as well as removed. Shows the importance of the cultural differences underlying the social processes between those introducing and those using the system, as well as within each of these groups. The framework of analysis provided by Ebers and Lieb thus proves to be quite robust. Concludes that our concern should not be computer‐integrated manufacturing but computer‐integrated operations.

Journal

International Journal of Operations & Production ManagementEmerald Publishing

Published: Aug 1, 1997

Keywords: Computer-integrated manufacturing; Integration; National Health Service; Organizational change

References

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