Paid open accessThe COVID-19 pandemic has sent shock waves through healthcare organisations and catalysed an impromptu digital shift, creating a demand for telemedicine and other digital health technologies. Under such conditions, improvisation, adaptation, and innovation emerge as core dimensions to an organisation’s capacity to generate a response to crisis. This paper integrates a process perspective on the radical improvisation of a digital health technology and investigates how the radical improvisation of a digital health technology emerges and develops during a health crisis. Through a combination of supporting case evidence and literature, a multi-phase conceptual process model anchored in the crisis management cycle and illustrating the radical improvisation of digital health technology is developed and proposed. We conclude with discussion on the long-term implications of radical improvisation and crisis learning, with possible theoretical explanation using niche construction theory, and providing suggestions for future information systems and crisis management research.publishedVersio
