This thesis analyzes, how change strategies influence implementation of robots, and explores organizational and social changes as a result hereof. This is being done by applying an explorative and deductive research design, and using a comprehensive in-depth case study of implementation of da Vinci robots, for minimally invasive surgery, in a hospital.
The case study is perceived as a phenomenon, which can be understood and analyzed by using theoretical lenses. The thesis is based on a theoretical framework, consisting of four perspectives on organizational change strategies, which are applied as tools for analyzing the case, and provides a thorough insight to the change process. The reader is given a deep insight to the plethora of aspects, which can be identified from the case.
The thesis outlines an implementation process, which have been influenced by aspects from all four change strategies. It was driven by professional curiosity and self-interest, and is continuously driven today by a community of professionals interacting with the robot. Several unexpected and surprising findings are revealed from the analysis, like surgeons gaining significant improvements in their working environment, possibly allowing them to actively work with surgery for several more years compared to conventional laparoscopy. The thesis assumes that from human and robot interaction synergistic effects can be acquired, and of this the thesis is looking for clues.
|Educations||MSc in Business Administration and Information Systems, (Graduate Programme) Final Thesis|
|Number of pages||114|
|Supervisors||Kim Normann Andersen|