Societies 2014, 4(3), 428-445; doi:10.3390/soc4030428
Article

Managers’ Identification with and Adoption of Telehealthcare

1,* email, 2email and 3email
Received: 31 March 2014; in revised form: 21 July 2014 / Accepted: 31 July 2014 / Published: 14 August 2014
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Abstract: This paper presents managerial attempts at implementing telehealthcare. Our longitudinal, ethnographic case studies document both successful and failed implementations across five health and social care organisations in England. We draw on theories of organisational identity, sensemaking and sensegiving to highlight how managerial organisational identities can inhibit the uptake of digital health technologies. Managers who strongly identified with their current role at work felt threatened by the intended change; a telehealthcare mode of care delivery. When a strongly identified workforce agrees with this assessment, managerial and employee sensemaking and sensegiving coalesce, forming a united front of resistance that prevents further adoption of the innovation.
Keywords: telehealthcare; identification; sensemaking; organization
This is an open access article distributed under the Creative Commons Attribution License which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

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MDPI and ACS Style

Hendy, J.; Chrysanthaki, T.; Barlow, J. Managers’ Identification with and Adoption of Telehealthcare. Societies 2014, 4, 428-445.

AMA Style

Hendy J, Chrysanthaki T, Barlow J. Managers’ Identification with and Adoption of Telehealthcare. Societies. 2014; 4(3):428-445.

Chicago/Turabian Style

Hendy, Jane; Chrysanthaki, Theopisti; Barlow, James. 2014. "Managers’ Identification with and Adoption of Telehealthcare." Societies 4, no. 3: 428-445.

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