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Information Technology in Complex Health Services

Organizational Impediments to Successful Technology Transfer and Diffusion

Affiliations of the authors: Consultant in Health Management Research and Analysis, Caringbah, New South Wales, Australia (FCGs); Fujitsu Centre, University of New South Wales (CS); Department of Computing, Macquarie University, New South Wales (CNGD).

Correspondence and reprints: F.C. Gray Southon, MSc, PhD, MComm, 15 Parthenia Street, Caringbah, New South Wales 2229, Australia.E-mail: gsouthon{at}ozemail.com.au

Abstract Objective: To identify impediments to the successful transfer and implementation of packaged information systems through large, divisionalized health services.

Design: A case analysis of the failure of an implementation of a critical application in the Public Health System of the State of New South Wales, Australia, was carried out. This application had been proven in the United States environment.

Measurements: Interviews involving over 60 staff at all levels of the service were undertaken by a team of three. The interviews were recorded and analyzed for key themes, and the results were shared and compared to enable a continuing critical assessment.

Results: Two components of the transfer of the system were considered: the transfer from a different environment, and the diffusion throughout a large, divisionalized organization. The analyses were based on the Scott-Morton organizational fit framework. In relation to the first, it was found that there was a lack of fit in the business environments and strategies, organizational structures and strategy-structure pairing as well as the management process-roles pairing. The diffusion process experienced problems because of the lack of fit in the strategy-structure, strategy-structure-management processes, and strategy-structure-role relationships.

Conclusion: The large-scale developments of integrated health services present great challenges to the efficient and reliable implementation of information technology, especially in large, divisionalized organizations. There is a need to take a more sophisticated approach to understanding the complexities of organizational factors than has traditionally been the case.

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