Skip to main content
padlock icon - secure page this page is secure

Coping with institutional complexity : Intersecting logics and dissonant visions in a nation-wide healthcare IT implementation project

Buy Article:

$43.07 + tax (Refund Policy)


Digital transformation projects are complex, lengthy and difficult to implement, often failing to meet their objectives. Previous research has attributed this failure to competing institutional logics influencing actors’ coping responses, and differences in actors’ interpretations of the project’s goals, technology and processes - their “organising vision”. The purpose of this paper is to analyse a complex technology implementation project from an institutional perspective, to further elucidate the role of multiple logics and organising vision.


A qualitative single study approach was used to investigate a public-sector technology project aimed at delivering a unified Human resource information system (HRIS) across regional health organisations in one country.


Four logics characterised the project (public sector, professional, corporate and market), but their relative dominance shifted as the project transitioned through stages, from comprehension to implementation. These shifts exposed tensions between components of actors’ organising vision, which influenced their coping behaviours in response to unexpected changes in the project’s strategic ambitions and technological scope. Coherence of vision, both within groups of actors and between them, was a key mediator of coping responses and project outcomes.


This analysis demonstrates the role of actors’ organising vision in bridging institutional logics and coping responses to shape digital transformation projects. It highlights the need to account not only for diverse institutional logics, but also for their changing influence as projects unfold and actors’ attention is directed onto different aspects of the organising vision. From a management perspective, it illustrates the importance of clear and consistent communication, to avoid entrenching conflicting interpretations.
No Reference information available - sign in for access.
No Citation information available - sign in for access.
No Supplementary Data.
No Article Media
No Metrics

Keywords: Digital transformation; Human resource information systems; IT implementation; Institutional complexity; Institutional logics; Organizing vision

Document Type: Research Article

Affiliations: 1: Business School, University of Edinburgh Business School, Edinburgh, UK 2: Department of Economics, Universita degli Studi del Molise, Campobasso, Italy 3: eHealth Research Group, Usher Institute for Population Health Sciences and Informatics, University of Edinburgh, Edinburgh, UK

Publication date: April 8, 2019

  • Access Key
  • Free content
  • Partial Free content
  • New content
  • Open access content
  • Partial Open access content
  • Subscribed content
  • Partial Subscribed content
  • Free trial content
Cookie Policy
Cookie Policy
Ingenta Connect website makes use of cookies so as to keep track of data that you have filled in. I am Happy with this Find out more