Bruce Hamilton Rowlands

An epidemic of pain in an Australian radiology practice

This paper presents findings from a study of an organisationally mandated assimilation process of an enterprise-wide information system in a radiology practice in Australia. A number of interviews with radiologists, radiographers and administrative staff are used to explore the impact of institutional structures on the assimilation process. The case study develops an argument that culture within and outside the Australian Radiology Practice (ARP), social structures within the ARP and organisational-level management mandates have impacted on the assimilation process. The study develops a theoretical framework that integrates elements of social actor theory (Lamb & Kling, 2003) to provide a more fine-grained analysis concentrating on the relationships among the radiology practitioners, the technology (an enterprise-wide Health Information System), and a larger social milieu surrounding its use. This study offers several theoretical and practical implications for technology assimilation in the health and radiology industry regarding the important roles social interactions, individual self-perceptions, organisational mandates and policies can play in assimilating new ICTs.

A social actor understanding of the institutional structures at play in information systems development

Purpose – This paper seeks to provide insights into the process of applying Lamb & Klings user as social actor model as an institutional lens to analyse data and to generate findings of IS practice.Design/methodology/approach – The paper provides an example from a recently published research project why the social actor model was chosen, and an application of how the model was operationalised in data collection and analysis.Findings – The paper provides two illustrations of theorising the social actor model at different levels: at an elementary level by using instantiation to map the models constructs to a match in the transcript text; and at a higher level where the model enabled the paper to tie together a number of individual phenomena to construct a broader higher‐level schema.Originality/value – As the social actor model is relatively new, and few guidelines or examples exist, the paper provides rich insights into the difficulties with the application of this model and a solution for coping with th...

OSPM: A Design Methodology for Open Strategic Planning

Abstract This study employs a design science perspective to propose a methodology for open strategic planning (OSP). Habermas’ discourse theory and Bryson’s strategy change cycle are used as informing kernel theories. A methodology is proposed to satisfy the requirements retrieved from the kernel theories. The proposed methodology contains modules for a planning system and a planning process. Design principles are explained through a blueprint of the system and process. The proposed methodology is applied and evaluated in two cases. Contributions to the literature involve extending the literature on OSP to an applicable methodology with guidelines on how to implement open strategy.

Collaborative open strategic planning: a method and case study

The purpose of this paper is to show how collaborative information technology (IT) tools and a crowdsourcing model can be leveraged for the purpose of strategic planning. To achieve this objective, a formal method of open strategic planning (OSP) is proposed.,Based on a review of the literature a set of activities, stakeholders, and governing rules are identified in the form of an OSP method. The proposed planning method is implemented in a case study of strategic planning in an Australian university. Observations by the research team, and archival records were used to ascertain the relevance of the used method.,A method for OSP is presented and assessed. The method contains four phases: pre-planning, idea submission, idea refinement, and plan development. These phases cover the activities required from conceptualization to preparing and publishing the strategic plan. The findings clarify how the principles of OSP helped the organization to include more stakeholders and provided the opportunity to make the planning process transparent through use of a collaborative IT tool.,The study provides managers and planning consultants with detailed guidelines to implement the concept of open strategy.,This study is among the few to propose a method for OSP based on empirical research. The study also shows how collaborative IT tools can be used for high-level organizational tasks such as strategic planning.

Understanding the Business Client – Systems Developer Relationship: A Power Perspective

This chapter reports on field research into the relations between developers and the business client and explores the role that systems development methods can play in influencing this relationship. The findings of this field study are distinctive in that they illustrate how the business client (user) is able to exercise power over systems developers through the enactment of organisational structures and routine operating procedures embedded within a development method. The chapter also describes a scenario where developers see the systems development process as unequal and where there is a conflict of interest. Using a neglected view of power in the information systems literature, our particular focus is on applying Hardy’s (1985) model of unobtrusive power to help us understand the dynamics between developers and the business client and why grievances do not exist.