Action-Oriented Corporate Strategy and International Pathways: Lessons from an Information System Design for a District-Level Hospital

Xue Lei

doi:10.62051/ijgem.v10n6.01

Authors

Xue Lei Business school, Master of Commerce, university of Sydney, 2000, Australia

DOI:

https://doi.org/10.62051/ijgem.v10n6.01

Keywords:

Hospital information systems, Corporate strategy, Dynamic capabilities, Healthcare informatics, Internationalization, Digital health, Resource-based view

Abstract

The Construction of the Information System for District Public Hospitals Needs to Address Numerous Technical Elements Themselves. This paper studies the information system Design initiative implemented by Chongqing Shapingba District Maternal and Child Health Hospital under certain conditions to explore how it intersects with corporate strategies, organisational capabilities, and foreign knowledge transfers in health care informatics. Based on the resource-based view, dynamic capabilities theory, and the Uppsala internationalisation model as their underlying theories, this paper believes that effective hospital Information System Design should be understood as an organised act of Organizational Strategy - it is building internal differentiated Capabilities, changing institutional Workflows, and positioning The Organization in a larger Regional and International Digital Health ecosystem. Analyze the organisation outcomes through identifying core strategic choices made by the project team during System Architecture design, data management and interoperability establishment; draw lessons on such organisations from which can be used for similar projects in resources-poor but healthcare-resourced regions such as those in lower- or middle-income countries where implementing knowledge transmission might have more value.

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