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Patients seek attention and treatments to various types of diseases and symptoms. Diseases infection and symptoms are often not predictive. Normally, there is a spread and movement of people across the geographical locations, of both the rural and urban communities, in countries including Namibia. As such, healthcare could be needed at any location, and at any time. There is significant mobility of individuals and groups within a country. Unfortunately, the healthcare services are not always as mobile at the level and speed that individuals and groups does in Namibia. Hence, there is need for the mobility of healthcare services at both primary and secondary healthcare levels, particularly in the developing countries, such as Namibia. The population of Namibia is scantly spread among its towns and cities. The major towns and cities are situated, in the average of 175km far apart from each other, in the country's 825, 418km square landscape. The spread necessitates movements of individuals and groups, particularly the old, poor, and nomadic people. Unfortunately, healthcare records in the country are not centralised and virtualised, making accessibility into patients' records difficult or impossible, from any location. As a result, healthcare service delivering is challenged. This study therefore explored and examined the possibility of mobility of healthcare services to those who live in the country. The study employed the qualitative research method, within which data was gathered from primary healthcare service providers, using open-ended questionnaires. The Moments of Translation from the perspective of actor-network theory (ANT) was used as a lens in the analysis of the data, to examine and understand the power and factors, which influences mobility of healthcare service in Namibia. Categorisation of Patients, Response Time, Understanding the Actors, Actors' participatory to service delivery, and Actors' Alliance were found to be the influencing factors in the provision of mobility of healthcare services.

Evidently, based on studies which have been conducted over the years, there exist lots more complexity than technical in the development and implementation of information systems in organisations. The complex issues are socio-technical in nature, which require a refresh examination, from social context, if different results are to be achieved. Some of the complexities which are encountered include operational issues, environmental trends, processes flow, communicative scheme, and actors’ relationship. The unpredictable nature of business and rapidly changing user requirements makes it even more difficult to develop and implement systems within budget and timeframe. Other challenges are within the social context, such as politics and culture affiliations. Through the lens of Actor-Network Theory (ANT) understanding of the social context of how information systems are developed and implemented is gained. Although ANT has been employed in many studies, it is of significant important to establishes and clarifies the factors, from the social perspective, which influences the development and implementation of information systems in organisations.

Due to increasing challenges, as well as competitiveness, many organisations have sought advantaging and beneficiary techniques and options. One of those options is through Competitive Intelligence (CI) products, which some organisations have come to rely upon for sustainability and competitive advantage. Unfortunately, and to some degree, fortunately, there are different CI products which organisations could choose from. The products are supposed to be selected and deployed based on organizational requirements from both technical and business perspectives. Some organisations deploy more than one competitive intelligence product. Others are not guided, and do not understand the essence of the deployment, regarding achieving the organisational objectives. The fortunate and unfortunate situations which occur in the deployment of CI products in organisations are drawn from relationships amongst stakeholders in the selection and implementation processes. The relationships are manifested from control of sources which use the power for decision making. The relationships emanate from the fact that there are no proper comparisons of the products, driven by requirements. As a result, the organisations are faced and challenged with duplication and waste of resources. They struggle to determine their competitive advantage. This situation further manifests the complexity of technical and business artefacts. Case study research was conducted to understand how CI products are deployed in the organisation. A sociotechnical theory, actor-network theory was employed in the analysis of the data, primarily to examine and understand how control of resources for power defined and shaped relationships.

Many of the IT solutions in an organisation are employed through IT projects. Based on the reliance on IT solutions, organisations’ investment on IT projects has increased tremendously in the last two decades. This is informed and triggered by the premises that IT will help them to yield solutions that will fulfill or exceed their expectations, thereby make the organisation realise the required return on investment. Projects are a means to yield solutions through technological artefacts such as infrastructure (networks included), applications, databases or a combination of these. The technological artefacts do carries or are associated with foreseen or unforeseen risks. Hence proper risk identification and management on IT projects is necessitated to ensure that the organisation reaches its desire state. Unfortunately, risks are never easy to identify or manage. Using one case, the study employed actor-network theory in the analysis of the data to understand the factors which manifest themselves into risks during the deployment of IT projects in the organisation.

Software is intended to enable and support organisations to function effectively and efficiently. Hence its deployment is critically vital. Software deployment involve two primary components, technology and non-technology actors. Both actors offer vital contribution to software deployment. Unfortunately, there has been more focus on the technological actors over the years. This could be attributed to why the same types of challenges persist. The study holistically examined the roles of non-technology actors in the deployment of software in organisations. The lens of actor-network theory was employed in the empirical data.

Despite impressive technical advances in tools and methodologies and the organizational insights provided by many years of academic and business research, the underperformance of Information Technology (IT) remains. In the past and even today, organizations experience difficulty in managing technology, changing from system to system, implementing new technology, maintaining compatibility with existing technologies, and changing from one business process to another. These challenges impact significantly on business performance and will continue to do so if not addressed. As a result, many organizations have deployed Enterprise Architecture (EA) in an attempt to address these challenges. However, the design and development of EA has proven to be easier than its institutionalization. The study explored the development and implementation of EA to determine the factors, which influences the institutionalization. Two case studies were conducted and Actor-Network Theory (ANT) was employed in the analysis of the data.

In the past and present, organizations experience difficulty in managing information, technology, changing from system to system, implementing new technology, maintaining compatibility with existing technologies, and changing from one business process to another. It is thought that these challenges could be prohibitive to the organization, and in this regard, many organizations deploy Enterprise Architecture (EA) in an attempt to manage the situations. The deployment of EA does not go without its challenges from development to implementation. This study focuses on the implementation of EA by using two case studies. The case studies are theoretically analysed from the perspective of Actor-Network Theory (ANT) to gain better understanding of the socio-technical influence in the implementation of EA in the organisations. This was done by following the negotiation process that took place among the actors, both humans and non humans.

In the current climate of global competitiveness, many organisations are increasingly dependent on their IT strategy—either to increase their competitiveness, or often just to survive. Yet little is known about the non-technical influencing factors (such as people) and their impact on the development and implementation of IT strategy. There would therefore seem to be prima facie evidence that there is a need for a new approach to examining the relationships between social factors, technology and the organisation with respect to the development and implementation of IT strategy. This article seeks to make a contribution in this regard. Structuration Theory and Actor-Network Theory were employed to analyse how non-technical factors influence IT strategy. Structuration Theory holds that human actions are enabled and constrained by structures. Structures are rules and resources that do not exist independently of human action, nor are they material entities. Giddens describes them as ‘traces in the mind’ and argues that they exist only through the action of human beings. Actor Network Theory (ANT) provides a fresh perspective on the importance of relationships between actors that are both human and non-human. By their very presence, actors work to establish, maintain and revise the construction of organisational networks of aligned interests and gradually form stable actor-networks. ANT emphasises the heterogeneous nature of actor-networks which consist of and link together both technical and non-technical elements.

Increasingly, many organizations are highly dependent on support from Information Technology (IT). Even though Carr has controversially argued that IT does not matter, there seems to be prima facie evidence that even the most ambitious business vision still needs IT to enable it. As such, there has been much focus and emphasis on technologies, and less attention on non-technical components in the development and implementation of IT strategy. This study is focused on the connection between the technical and nontechnical, including the relationships between actors in the development and implementation of IT strategy. This article describes how Actor-Network Theory (ANT) was employed to investigate the impact of non-technical factors on the development and implementation of IT strategy in an organization. ANT was used as it can provide a useful perspective on the importance of relationships between both human and non-human actors. Another example: design and implementation of a B-B web portal, is offered for comparison.