High organizational readiness for change has been associated with more successful change process outcomes and is proposed to be an essential predecessor before initiating organizational change. However, there is a gap in the knowledge translation from theory to practice and how ORC affects change management. This thesis is a case study of the Diabetes Outpatient Department (DOC) at the National University Hospital of Iceland (LSH), interviewing 13 informants, including the perspective of HCPs, management, and patients. The main objective of the research is to explore the concept of organizational readiness for change (ORC) concerning the implementation of telemedicine at the DOC. Furthermore, we provide practical implications for the DOC’s future telemedicine implementation processes. Our findings suggest low levels of ORC at DOC, mainly due to a lack of change efficacy. That indicates that in order to implement telemedicine successfully, the DOC needs more resources in terms of staff and space. Telemedicine is seen as the solution to the increased service demand, and we suggest that by starting with small scale changes, the organization will increasingly become more ready for more complex changes in the future.
|Educations||MSc in Business Administration and Innovation in Health Care, (Graduate Programme) Final Thesis|
|Number of pages||146|
|Supervisors||Till J. Winkler|