| Summary: | 碩士 === 國立中正大學 === 醫療資訊管理研究所 === 100 === The process of system implementation in hospitals is critical to determine t
he successfulness of a system implemented. Scholars have examined the process
of adopting of new information technologies based on adaptation related theor ies; however, they have neglected the longitudinal aspect of the implementati
on as well as relevant impacts from human behavior and attitude, such as resi stance and conflicts.These factors may cause system implementation to fail or to be delayed. In the literature relating to hospitals’ system implementation, very few studies have investigating resistance and conflicts at the same time. Therefore, this study, based on a perspective of adaptive structuration theory and discrepancy events as well as a longitudinal perspective (three stages:bef ore, during, and after system implementation) to study the hospitals’ implemen tation of PACS information system in order to observe and analyze social inter action derived from the process of appropriation using the case study method.T he main purpose of this study is to understand what causes resistance and conf licts, how resistance and conflicts arise, and how resistance and conflicts in teract. A total of six appropriations stages were found before, during, and af ter the system implementation, and the result suggested that the final appropr iation structure is more suitable for the new information system than the init ially existing structure. More discrepancy events were found during the implem entation, and the number dropped quickly in the later stage of the implementat ion. Those system related events occurred more frequently than other types did. In addition, the critical roles in the implementation process are the hospitals themselves, the information department, the radiology department, medical docto rs, and PACS suppliers. Social interaction derived from these parties during th e system implementation has substantial impacts on causing resistance and confl icts behaviors and may lead to system implementation failure or delay. This stu dy summarized several critical factors for causing personal resistance departme ntal conflicts before, during, and after system implementation. This study also found that when department managers express resistance, their position as the l eader of the department would transform the resistance from “ personal ” level to “ organizational” level. In other words, managers’ personal resistant behavi or often ends up with organizational (between departments) conflicts. This stud y also proposed several issues for future research.
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