Managerial influence in the implementation of new technology
Management Science
Putting the enterprise into the enterprise system
Harvard Business Review
A set of principles for conducting and evaluating interpretive field studies in information systems
MIS Quarterly - Special issue on intensive research in information systems
Experiences in strategic information systems inplementation in UK healthcare
Strategies for healthcare information systems
Managing risks in enterprise systems implementations
Communications of the ACM - Supporting community and building social capital
Mission Critical: Realizing the Promise of Enterprise Systems
Mission Critical: Realizing the Promise of Enterprise Systems
The Effects of Coupling it and Work Process Strategies in Redesign Projects
Organization Science
Generalizing Generalizability in Information Systems Research
Information Systems Research
Getting to the point: developing IT for the sharp end of healthcare
Journal of Biomedical Informatics - Special issue: Human-centered computing in health information systems. Part 1: Analysis and design
European Journal of Information Systems - Special issue: Making enterprise systems work
Journal of the American Society for Information Science and Technology
Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change
Journal of Management Information Systems
The Differential Performance Effects of Healthcare Information Technology Adoption
Information Systems Management
Journal of Global Information Management
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Healthcare industries have not only been criticized for being slow in adopting IT (Barnes 2001) but also face tremendous challenges in developing and deploying HIS successfully (Teoh and Cai 2009). In view of these challenges, this study aims to articulate the theory and practice from Enterprise Systems (ES) as it is perceived to produce an extensive suite of strategic, managerial, and operational benefits in the healthcare setting. Healthcare institutions have begun to explore the possibilities of exploiting ES as a means to facilitate the delivery of high-quality and integrated patient care. In particular, one of the benefits of ES is that it leads to better resource management in terms of assets and manpower allocation. In our study, empirical data was collected and analyzed based on an in-depth case study of two ES implementations at Alexandra Hospital in Singapore. Our findings contribute to the ES research on how an organization manages its resource portfolio and activity during the implementation of a healthcare information system in a hospital. Theoretically, we adapted and extended Sirmon et al.'s (2007) Dynamic Resource Management Model of Value Creation and integrated it with the Technochange Life Cycle framework proposed by Markus (2004). Finally, this paper adds value by inductively deriving eight key resource management activities and seven key resources that correspond to the phases of the technochange life cycle.