Complementary Resources And A Multi-Hospital Emergency Medicine System Pilot Test

This paper reports on an embedded-cases study of three hospitals’ participation in a pilot test of an inter-organizational system which gathered data about medication orders (prescriptions), so physicians can discover drugs a patient might be taking (this is a difficult problem in US emergency medicine, since no single data source exists as a master repository of such information, yet a complete list is sometimes of vital importance). The study revealed the relevant institutional, technical, and organizational resources (assets and capabilities) in use, and their complementary (or non-complementary) effects. Our analysis observes that resources can vary in their complementary/non-complementary effects over time and when deployed for different purposes. We conclude with a discussion of how bundles of complementary institutional, technical and organizational resources support informed collaboration in emergency medicine, and are likely to have similar impacts in other contexts that share the characteristics of high data interdependence, high task interdependence, and high time pressure. We offer suggestions for further research in other health care contexts as well as in contexts such as natural disaster first response, and in contexts with different levels of data or task interdependence and time pressure.

[1]  J. R. Moore,et al.  The theory of the growth of the firm twenty-five years after , 1960 .

[2]  C. Oliver.  SUSTAINABLE COMPETITIVE ADVANTAGE: COMBINING INSTITUTIONAL AND RESOURCE- BASED VIEWS , 1997 .

[3]  Marcia M Ward,et al.  The Relationship Between Super Users' Attitudes and Employee Experiences With Clinical Information Systems , 2009, Medical care research and review : MCRR.

[4]  Toni M. Somers,et al.  The Role of Information Systems Resources in ERP Capability Building and Business Process Outcomes , 2007, J. Manag. Inf. Syst..

[5]  IvesBlake,et al.  Review: it-dependent strategic initiatives and sustained competitive advantage , 2005 .

[6]  Margaret A. Peteraf.  The cornerstones of competitive advantage: A resource‐based view , 1993 .

[7]  Radhika Santhanam,et al.  Issues in Linking Information Technology Capability to Firm Performance , 2003, MIS Q..

[8]  Louis Raymond,et al.  Resource-based view and competitive strategy: An integrated model of the contribution of information technology to firm performance , 2006, J. Strateg. Inf. Syst..

[9]  C. Prahalad,et al.  The Core Competence of the Corporation , 1990 .

[10]  Varun Grover,et al.  Types of Information Technology Capabilities and Their Role in Competitive Advantage: An Empirical Study , 2005, J. Manag. Inf. Syst..

[11]  Andrew B. Whinston,et al.  An Empirical Investigation of Net-Enabled Business Value , 2004, MIS Q..

[12]  B. Wernerfelt,et al.  A Resource-Based View of the Firm , 1984 .

[13]  Janis L. Gogan,et al.  Pilot-Testing Inter-Organizational Systems to Reveal Relational Feasibility Issues , 2011 .

[14]  Evelyn H. Thrasher,et al.  An empirical examination of antecedents and consequences of IT governance in US hospitals , 2012, J. Inf. Technol..

[15]  Elizabeth M. Daniel,et al.  The role of dynamic capabilities in e-business transformation , 2003, Eur. J. Inf. Syst..

[16]  Arun Rai,et al.  Firm performance impacts of digitally enabled supply chain integration capabilities , 2006 .

[17]  D. Teece,et al.  DYNAMIC CAPABILITIES AND STRATEGIC MANAGEMENT , 1997 .

[18]  Blake Ives,et al.  IT‐Dependent Strategic Initiatives and Sustained Competitive Advantage: A Review, Synthesis, and an Extension of the Literature , 2011 .

[19]  Thiagarajan Ravichandran,et al.  Effect of Information Systems Resources and Capabilities on Firm Performance: A Resource-Based Perspective , 2005, J. Manag. Inf. Syst..

[20]  M. Wade,et al.  Review: the resource-based view and information systems research: review, extension, and suggestions for future research , 2004 .

[21]  Monideepa Tarafdar,et al.  Understanding the influence of information systems competencies on process innovation: A resource-based view , 2007, J. Strateg. Inf. Syst..

[22]  J. M. Pennings,et al.  Information technology and organizational performance , 1994 .

[23]  John M. Ward,et al.  Beyond strategic information systems: towards an IS capability , 2004, J. Strateg. Inf. Syst..

[24]  L. Willcocks,et al.  Core IS Capabilities for Exploiting Information Technology , 1998 .

[25]  Mie Augier,et al.  Dynamic Capabilities and the Role of Managers in Business Strategy and Economic Performance , 2009, Organ. Sci..

[26]  D. Teece.  Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy , 1993 .

[27]  David J. Collis,et al.  Competing on Resources: Strategy in the 1990s , 1999 .

[28]  Janis L. Gogan,et al.  When Vendors Participate in Pilot Test Projects: Pitfalls and Challenges , 2011 .

[29]  Erik Brynjolfsson,et al.  That Makes a Competitive Difference , 2008 .

[30]  Blake Ives,et al.  Review: IT-Dependent Strategic Initiatives and Sustained Competitive Advantage: A Review and Synthesis of the Literature , 2005, MIS Q..

[31]  Michael R. Wade,et al.  The Resource-Based View and Information Systems Research: Review, Extension, and Suggestions for Future Research , 2004, MIS Q..

[32]  Ali Tafti,et al.  Information Technology and Firm Profitability: Mechanisms and Empirical Evidence , 2012, MIS Q..

[33]  J. Barney.  Firm Resources and Sustained Competitive Advantage , 1991 .

[34]  Mark Easterby-Smith,et al.  Dynamic capabilities and the role of organizational knowledge: an exploration , 2006, Eur. J. Inf. Syst..

[35]  Eric Overby,et al.  Enterprise agility and the enabling role of information technology , 2006, Eur. J. Inf. Syst..

[36]  Saggi Nevo,et al.  The Formation and Value of IT-Enabled Resources: Antecedents and Consequences of Synergistic Relationships , 2010, MIS Q..

[37]  Kenneth L. Kraemer,et al.  Review: Information Technology and Organizational Performance: An Integrative Model of IT Business Value , 2004, MIS Q..

[38]  John M. Ward,et al.  Using resource-based theory to interpret the successful adoption and use of information systems and technology in manufacturing small and medium-sized enterprises , 2003, Eur. J. Inf. Syst..

[39]  Shu Lin,et al.  Plant Information Systems, Manufacturing Capabilities, and Plant Performance , 2006, MIS Q..

[40]  Mary Sumner,et al.  Seeking strategic advantage in the post-net era: viewing ERP systems from the resource-based perspective , 2004, J. Strateg. Inf. Syst..

[41]  Varun Grover,et al.  Shaping Agility through Digital Options: Reconceptualizing the Role of Information Technology in Contemporary Firms , 2003, MIS Q..

[42]  Elena Karahanna,et al.  Reconceptualizing Compatability Beliefs in Technology Acceptance Research , 2006, MIS Q..

[43]  Gautam Ray,et al.  Information Technology and the Performance of the Customer Service Process: A Resource-Based Analysis , 2005, MIS Q..

[44]  Gautam Ray,et al.  Information technology and the performance of the customer service process , 2005 .

[45]  Corey M. Angst,et al.  Reconceptualizing Compatibility Beliefs in Technology Acceptance , 2006 .

[46]  Andrew B. Whinston,et al.  An Empirical Analysis of the Impact of Information Capabilities Design on Business Process Outsourcing Performance , 2010, MIS Q..

[47]  Vijay Sethi,et al.  Information technology and organizational performance: A critical evaluation of Computerworld's index of information systems effectiveness , 1993, Inf. Manag..