Some medical service providers interviewed in this research
project did not have their own IT department; their IT work mainly
comes from the parent company or from outsourced companies. Their
roll out could be cumbersome, disconnected or independent from the
innovation process. In the flowchart of decision-making presented in
Fig. 1, any communication from the parent company is one-way,
controlled in a top–down structure. Obviously, the interactions
among the IT department, functional areas, and the parent company
are not as dynamic as the two-way communication. The one-way
communication in the hierarchical structure would hinder possible
feedback from the users/participants who are likely resistant to
change “what” they are and “where” they should be. Therefore, the
resistance to change leads to unsuccessful implementation of an
innovation or it wo