Document Detail

Why don't innovation models help with informatics implementations?
MedLine Citation:
PMID:  20841775     Owner:  NLM     Status:  MEDLINE    
This paper describes various models that have been postulated to understand and explain the acceptance and diffusion of technological innovation. The wide range of factors relating to the innovation itself, and, most importantly, the human and organisational factors which will impinge on these processes, is detailed. Attempts to apply the model to healthcare settings are explored. In particular a systematic review in 2005 which attempted to integrate the models and apply them in the UK's National Health Service will be critiqued. The strengths and weaknesses of the models are explored, particularly in relation to the minimal testing they have been subjected to. It is argued that the complexity of the theoretical models makes them difficult to apply and questions their efficacy in supporting informatics implementations. The need for a clearer understanding of the factors which make staff positively disposed towards informatics innovation, and those which are likely to make them resist them is made apparent.
Rod Ward
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Publication Detail:
Type:  Journal Article    
Journal Detail:
Title:  Studies in health technology and informatics     Volume:  160     ISSN:  0926-9630     ISO Abbreviation:  Stud Health Technol Inform     Publication Date:  2010  
Date Detail:
Created Date:  2010-09-15     Completed Date:  2010-12-31     Revised Date:  -    
Medline Journal Info:
Nlm Unique ID:  9214582     Medline TA:  Stud Health Technol Inform     Country:  Netherlands    
Other Details:
Languages:  eng     Pagination:  691-5     Citation Subset:  T    
Faculty of Health and Life Sciences, School of Health and Social Care, University of the West of England, Bristol, UK.
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MeSH Terms
Delivery of Health Care / organization & administration*
Diffusion of Innovation*
Electronic Health Records / organization & administration*
Great Britain
Hospital Information Systems / organization & administration*
Models, Organizational*

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