Tehran University of Medical Sciences

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Challenges and Policy Recommendations for It Governance in the University of Medical Sciences: A Case Study; [چالشها و راهکارهایی برای اتخاذ حکمرانی فناوری اطلاعات در دانشگاه علوم پزشکی و خدمات بهداشتی درمانی: مطالعه موردی] Publisher



Esmailzadeh H1, 2 ; Mafimoradi S3 ; Hemmati AR2, 4 ; Rajabi F2, 5
Authors
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Authors Affiliations
  1. 1. Health Information Management Research Center, Tehran University of Medical Sciences, Tehran, Iran
  2. 2. University Research and Development Center, Tehran University of Medical Sciences, Tehran, Iran
  3. 3. Secretariat of Supreme Council for Health and Food Security, Ministry of Health and Medical Education, Tehran, Iran
  4. 4. Department of Medical nanotechnology, School of Advanced Technologies in Medicine (SATiM), Tehran University of Medical Sciences, Tehran, Iran
  5. 5. Community Based Participatory Research Center, Tehran University of Medical Sciences, Tehran, Iran

Source: Journal of Health Administration Published:2022


Abstract

Introduction: “Information and Communication Technology (ICT) governance” was introduced in developed countries in the late 1990s and replaced ICT management. In addition to the separation of the ICT responsibilities between different units/levels, ICT governance allowed universities to develop mechanisms for monitoring ICT decisions in line with the University's vision, mission, and strategic goals through the distribution of the decision-making rights to various stakeholders. This study aimed to investigate the ICT management challenges in the university under study and explore the need for ICT governance. Methods: This is a qualitative-descriptive case study conducted in the three stages of preparation, identification, and analysis and prescription in one of the universities of medical sciences in Tehran (from November to December 2021). Semi-structured interviews based on judgmental purposeful sampling and FGDs were used for data collection, and qualitative content analysis in ATLAS-ti software was used for data analysis. Results: Structurally, the only macro-policymaking body in the ICT field is the ICT council, which is inefficient in providing general direction and standards. In terms of processes, it lacks a mission and a long-term plan, and it has failed to integrate the university and ICT decisions, as well as steering decisions toward the university's goals. In terms of relational mechanisms, it hasn't been able to create a unified procedure in the implementation of ICT policies by creating a common language between ICT and the owners of the main processes in the university. Conclusion: To get out of the current situation, the university needs serious changes in the ICT structure and the university users’ approach to ICT. These changes require the adoption of an indigenous ICT governance model tailored to the current and future problems and needs of the university toward full integration. © 2022, Journal of Health Administration. All Rights Reserved.