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The Journal of Applied Behavioral Science
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Large-Scale ICT Innovation, Power, and Organizational Change

The Case of a Regional Health Information Network

Panos Constantinides

Michael Barrett

University of Cambridge

This article focuses on the multilevel context of power negotiations in understanding the relationship between large-scale information and communication technology (ICT) innovation and organizational change. The authors'analytical approach draws on the concept of networks of power to examine the changing interrelationships between institutional arrangements, people, ICTs, and work practices and how each plays a role in the adjustment, coordination, and integration of diverse interests and goals. The authors use this approach to examine the development and use of a regional health information network and conclude with some suggestions for effectively negotiating the process of change.

Key Words: ICT innovation • organizational change • power • networks • strateg

The Journal of Applied Behavioral Science, Vol. 42, No. 1, 76-90 (2006)
DOI: 10.1177/0021886305284291
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Z. Hussain and K. Hafeez
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W. J. Orlikowski and J. Yates
ICT and Organizational Change: A Commentary
Journal of Applied Behavioral Science, March 1, 2006; 42(1): 127 - 134.
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