The integration of heterogeneous information systems has always been problematic in health-care organizations, as it is associated with the delivery of key services and has high operational costs. Therefore, health-care organizations are looking for new means to increase their functional capabilities and reduce integration cost. In addressing this need, enterprise application integration (EAI) technology has emerged to facilitate systems integration, enhance the quality of services, and reduce integration costs. Despite the application of EAI in other sectors, its adoption in health care is slow. In seeking to build on the limited normative research surrounding EAI, the authors of this paper focus on the evaluation of factors that influence EAI adoption in the health-care sector. In doing so, using fuzzy cognitive mapping as a technique to identify causal interrelationships among the EAI adoption factors. This approach will enhance the quality of the evaluation process and emphasizes the importance of each factor and its interrelationship with other factors. The outcomes shown in this paper will support health-care organizations' decision makers in exploring the implications surrounding EAI adoption.
The management of Information Technology (IT) and Information Systems (IS) is considered a complex exercise by academics and practitioners alike. The reason for this is that there are ubiquitous portfolios of tangible and intangible benefits that are offered to an organization following the adoption of IT/IS that, in turn, all need managing to ensure realization. Organizations also have to take into account the direct and often larger indirect costs that are typically associated with IT/IS deployments. To provide managers with a critical insight into the management of new technology, this paper uses a case study research strategy to examine the technology management experiences of a leading U.K. manufacturing organization during its adoption of a vendor-supplied Manufacturing Resource Planning (MRPII) information system. Following the lack of attention given to human and organizational technology management factors while implementing MRPII, the vendor-based information system was later abandoned and deemed a failure. In addressing those technology management factors that were later identified as important, it was found that key employees were able to overcome a number of organizational barriers and develop and implement a bespoke MRPII system that significantly improved the organization's competitive position. Technology management taxonomies that contributed to the failure and later successful implementation of MRPII are identified and discussed. The organization's experiences in solving the problems associated with the implementation of their IS offers a learning opportunity for those companies that are seeking a competitive advantage through technology management.