Understanding implementation: The case of a computerized physician order entry system in a large Dutch university medical center

  • Aarts J
  • Doorewaard H
  • Berg M
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Abstract

Focusing on three theoretical aspects, the authors argue first that the implementation process should be understood as a thoroughly social process in which both technology and practice are transformed. Second, following Orlikowski’s concept of ‘‘emergent change,’’ they suggest that implementing a system is, by its very nature, unpredictable. Third, they argue that success and failure are not dichotomous and static categories, but socially negotiated judgments. Using

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Authors

  • J.E.C.M. Aarts

  • H Doorewaard

  • M Berg

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