A physician group's movement toward electronic health records: A case study using the transtheoretical model for organizational change.

Abstract

The American Recovery and Reinvestment Act (ARRA) of 2009 authorized the distribution of $34 billion through Medicare and Medicaid as adoption incentives to qualified providers to implement and use certified Electronic Health Records (EHR). In the case study presented here, which followed the transtheoretical model (TTM), employees of a multispecialty physician group were asked about their movement to EHR. The employees were part of a multispecialty physician group with 17 different offices and 73 providers in the greater south central Pennsylvania area. Sixteen employees from the physician group participated in a one-on-one interview. Interview questions were designed to identify actions that define successful EHR implementation, readiness to take actions toward successful EHR implementation, pros and cons of EHR implementation, and classification of change processes being utilized to move the multispecialty group toward successful EHR implementation. Interview data provided preliminary evidence of the applicability of the TTM to studies of EHR implementation.

Understanding EHRs continuance intention to use from the perspectives of UTAUT: practice environment moderating effect and top management support as predictor variables

“…Concerns have been raised about the effectiveness and efficiency of nurses' performance who must deal with the challenges of paper-based patient records and the EHR vis-à-vis the critical changes in clinical service-delivery that the introduction and use of IT in healthcare systems have impacted (Cornell et al, 2010). Succinctly put, the EHR is expected to ease access to critical clinical and related data, increase health promotion, reduce medical errors, increase clinical interventions and patient evaluation, and make the general management of the system better (Daim et al, 2016;Gilani et al, 2016;Ayanso et al, 2015;Boswell, 2011Boswell, , 2013Goorman and Berg, 2000). These and related functions are pertinent to the optimal functionality of nurses, in that they play a critical role in the health management system (Goorman and Berg, 2000;Staggers and Thompson, 2002;Institute of Medicine, 2010).…”

Error by omission: A lack of integration across implementation and use in structuring health information technology contracts

“…Existing EHR system evaluations skew toward exploring organizational communication strategies, 1,2 various technology acceptance models, 3,4 or key elements of selecting and managing EHR technology. [5][6][7] A contributing factor to this lack of research in establishing best practices is that contracted terms and agreements are rarely made public. That said, terms of the agreements should provide an enforceable tool to assess the performance of any EHR or broader health information technology (HIT) project against key clinical, financial, and operational benchmarks.…”