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In an increasingly complex economic and social environment, companies are faced with accelerated technological development and global technology-based competition. The healthcare sector, which is one of the sectors where this competition is most experienced, has been using many different technologies for many years to achieve strategic advantage in the marketplace. Thus, the internal strategic technology management of organizations affects companies' strategies in the external (macro) competitive area. Companies have recently been implementing strategic models that combine technical and social contexts. Furthermore, the social contexts of technologies that are used in the healthcare sector in recent years provide a strategic advantage to the companies as well as the technical contexts. Healthcare companies implement ERP and disruptive technologies in operational infrastructures to keep their data and flows in a single system and ensure the use of new technologies. This research examines a healthcare company's entire operational processes, which apply ERP and disruptive technologies to its infrastructure, social and technical qualities in the implementation process within the ITIM model's internal contexts. A research survey was conducted among senior (top) managers, company & healthcare employees, and IT employees and managers in Turkey's largest healthcare company, at (1) one hospital and headquarters located in Istanbul. The data analyze quantitative method with SPSS program. The implementation process, taking the proper actions for the social effects of technology ensures efficient use of technology. This circumstance generates a strategically positive advantage for healthcare companies. Senior (top) managers, company & healthcare employees, and IT employees who participated in the study agreed that the application process's social contexts were not effectively applied in a wide range of technology implementation processes, from project management to user satisfaction. Thus, failure to return to employees' feedback, lack of effective project management, and user experience are considered the main adverse problems. The implementation process of technology in hospitals should be planned and determined to the employees' needs. In addition, the employees' continuous training and development should be observed. The research also revealed that employees respond positively to the use of disruptive technologies in healthcare systems. The provision of employees' incentives for disruptive technologies and their diligent work on disruptive technologies should be considered. Finally, this study was examined with disruptive technologies' initial reactions and affections for Turkey's largest healthcare company. Keywords: Strategic technology management, Disruptive technologies, ERP systems, ITIM model