To enhance the limited empirical evidence in the literature, the authors developed new knowledge and information on the basis of implementation experiences (e.g., strategic planning, goals, outcomes, barriers, mistakes) of hospital executives with actual health information technology (HIT). The authors asked why hospital leaders implement HIT and how they do so, and then applied the answers to the theoretical framework of change management and leadership. The authors accomplished this through a qualitative research study design. Various employees from different levels of the organizational chart provide their perspectives, allowing the authors to examine internal trends related to HIT. The authors examined external trends through a comparative analysis of healthcare markets.