Unifying the fragmented models of information systems implementation
Critical issues in information systems research
Information technology innovations: a classification by IT locus of impact and research approach
ACM SIGMIS Database - Special double issue: diffusion of technological innovation
Exploring the research in information technology implementation
Information and Management
Reflective systems development
Scandinavian Journal of Information Systems
Implementation in a world of workstations and networks
Information and Management
ACM SIGMIS Database - Special issue on adoption, diffusion, and infusion of IT
Interpreting Information Systems in Organizations
Interpreting Information Systems in Organizations
Information and Organization
Mobile payment implementation: a reference framework
International Journal of Business Information Systems
An exploratory study on knowledge management adoption in the Malaysian industry
International Journal of Business Information Systems
SCEDRA: an information system framework for e-SC operations
International Journal of Business Information Systems
Role of mobile technology in the construction industry – a case study
International Journal of Business Information Systems
The adoption of e-commerce for wood enterprises
International Journal of Business Information Systems
International Journal of Business Information Systems
Proceedings of the 24th Australian Computer-Human Interaction Conference
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The complexities and challenges involved in IT implementation are well documented. IT implementation processes are difficult to understand and to manage, with several barriers that hinder the achievement of the intended organisational impacts. We know, however, relatively little about how to improve the practice of managing such processes, both in general and in the particular context of healthcare institutions. This research reports from a case study focused on an IT implementation process in a large Swedish hospital. The study applies a documented model of IT implementation processes, based on the perspective of planned change, to interpret the experiences from the case. The study reveals how the model partially explains the process, while other key experiences could not be accounted for. On the basis of these findings, a modified model is proposed that more adequately explains the studied implementation process. This paper concludes by discussing implications for research and practice.