Spanning boundaries to boost network engagement along implementation processes of digital technologies: evidence from a multiple case study in hospitals
Vincent Peters, Bieke Henkens, Tom A. E. Aben, Melissa De ReggePurpose
This study investigates how boundary spanners realise network engagement during the implementation of digital technologies in healthcare operations, focusing on how actors connect diverse stakeholder groups across organisational, functional and professional boundaries.
Design/methodology/approach
A multiple case study was conducted in two hospitals implementing comparable digital technologies with contrasting outcomes. Data were collected through archival documents and two rounds of semi-structured interviews. By means of inductive analysis, we identified boundary-spanning roles and their contribution to network engagement across organisational, functional and professional boundaries.
Findings
The findings show that boundary-spanning roles operate not in isolation, but as a constellation that jointly activate, embed and legitimise across diverse groups of actors. Through this constellation, actors cross organisational, functional and professional boundaries, thereby supporting the implementation of digital technologies in healthcare operations.
Originality/value
This study contributes to healthcare operations literature by moving beyond single-organisation adoption models and introducing a network-based perspective on technology implementation. It advances boundary-spanning theory by conceptualising how boundary-spanning roles enable engagement across multi-actor networks, addressing a gap at the intersection of digital technology, healthcare operations and implementation. Practical principles are provided to guide managers in defining, supporting and leveraging boundary-spanning roles during technology implementation in healthcare operations.