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Societies 2014, 4(3), 428-445;

Managers’ Identification with and Adoption of Telehealthcare

Department of Healthcare Management and Policy, University of Surrey, Guildford GU7 7XH, UK
Department of Health Services Research and Policy, London School of Hygiene & Tropical Medicine, 15-17 Tavistock Place, London WC1H 9SH, UK
Department of Management, Imperial College Business School, Imperial College, London SW7 2AZ, UK
Author to whom correspondence should be addressed.
Received: 31 March 2014 / Revised: 21 July 2014 / Accepted: 31 July 2014 / Published: 14 August 2014
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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. View Full-Text
Keywords: telehealthcare; identification; sensemaking; organization telehealthcare; identification; sensemaking; organization
This is an open access article distributed under the Creative Commons Attribution License (CC BY 3.0).

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

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