No abstract

Introduction In sub-Saharan African countries including Ethiopia, the acceptance of Information Communication Technology (ICT) in health is at the proof-of-concept level with a few unsustainable piecemeal of pilot projects. Thus, a desirable willingness of acceptance among healthcare providers is a paramount. Material and Methods Eight months elapsed ethnographic study design was conducted using participant observation and key informant interviews. The data were entered on Qualitative Data Analysis mine software version 1.4. The quotes and field notes were thematized. The Unified Technology Acceptance and Use Theory (UTAUT) is validated and used to generate new meanings. Results This study highlighted the different instances of technology acceptance. Although the primary-level healthcare (PLHC) providers displayed tendencies to accept ICTs-based health information services consistent with the UTAUT dimensions such as the degree of simplicity associated with performance expectancy, use/effort expectancy, facilitating conditions, social issue, individual variation, and organization culture there are instances that disputed acceptance. For instance, the gains in data quality and reporting secondary to the use of District Health Information System Two (DHIS-II) are not influenced by acceptance. Rather PLHC providers are burnt-out of additional clerical duties of filling data on the DHIS-2. Furthermore, ICT acceptance is influenced by individual variations and the unique culture of primary level facilities such as leadership commitment. Conclusions On this basis, we conclude that the willingness to accept ICT-based health information services at the primary level is not limited to those factors discussed in the UTAUT model.

No abstract

This article aims to explore existing knowledge management (KM) process in healthcare sectors and argues for an effective KM alignment with the clinical processes. Basically, it discusses KM's processes such as knowledge capture, knowledge store, and knowledge transfer to support decision making. This article uses an ethnographic approach to studying the KM process in selected Ethiopian hospitals. Methods include qualitative interviews with senior administrators and various levels medical and administrative staff that record the existing ways of KM, knowledge process, medical decision makers, and support of KM for a medical decision maker. It include both primary and secondary data collected from health professionals in selected hospitals. A semistructured interview was employed to acquire the required knowledge from the selected domain. The findings highlight the weak trends of KM in our sample hospitals. Our results articulated ways to improve KM processes, increase the quality of health services, and support evidence‐informed decision making. This article recommends the need for a detail view of KM strategy/policy supporting or assisting decision makers.

Introduction Knowledge management technology is a key tool for facilitating and improving the quality of health care delivery in hospitals. However, the use and implementation of this technology is not an easy task. This study aims to investigate a knowledge management technology implementation and use in Ethiopian hospitals, with a particular reference to Jimma University Specialized Hospital. Methodology Information about challenges of knowledge management technology implementation was gathered using qualitative research methods, through conducting semi-structured interviews. Purposive sampling method was applied to select fifty-four participants from a well-defined population. Findings were first validated, according to published literature and research works, and then sorted into three main areas, such as current usage of KM technology to enhance and improve decision-making, factors affecting the implementation of KM technology Results This study revealed that the overall level of KM technology implementation in Jimma University Specialized hospital is still low. Conclusion Implementation and use of KM technology to improve the quality of hospital health services is needed. Thus, it suggested that hospital managers should make much more effort to develop a strategy and policy on the implementation and use of KM technology so that the hospital could improve the quality of healthcare services.