Assessing the introduction of enterprise-wide clinical information systems in pediatric medical center

Altavilla, Stephanie; Thornton, Jason M.; Almodovar, Melvin C.

doi:10.1016/j.ppedcard.2011.10.013

Cited by 4 publications

(10 citation statements)

References 9 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Many implementations have been plagued by problems, both technical and organizational (Cresswell et al, 2011). Not only are EMR implementation outcomes inconsistent, in some cases there has even been an increase of errors and mortality rates (Altavilla, Thornton, & Almodovar, 2011;Handel & Hackman, 2010). While EMR systems offer the promise of greater efficiency and time reductions, those results have also been mixed.…”

Section: Inconsistent Emr Outcomesmentioning

confidence: 99%

“…A recurring critical success factor in the EMR implementation literature is that of process redesign or reengineering. Like ERP systems, EMR systems often require significant changes to workflow in the healthcare delivery process (Abraham & Junglas, 2011;Altavilla et al, 2011;Cresswell & Sheikh, 2013;Handel & Hackman, 2010;Matheson et al, 2012;Richards, Prybutok, & Ryan, 2012;Winston & Medlin, 2011). EMR researchers suggest that alignment between EMR systems and healthcare related workflows is essential, and that the expected benefits of EMR systems are only possible through significant changing of workflows (Scholl et al, 2011;Vishwanath et al, 2010), and that such process redesign must be dynamic (Abraham & Junglas, 2011;Gastaldi et al, 2012;Richards et al, 2012).…”

Section: Process Redesignmentioning

confidence: 99%

“…Successful change management begins with top management commitment to the EMR implementation project (Rippen et al, 2013;Winston & Medlin, 2011). Secondly, all stakeholders should be included in the adoption and implementation process, especially clinicians, since they will be the primary users of the system (Abraham & Junglas, 2011;Altavilla et al, 2011;Cresswell & Sheikh, 2013;Lapointe et al, 2011;Richards et al, 2012;Rippen et al, 2013;Vedel et al, 2012).…”

Section: Stakeholder Involvementmentioning

confidence: 99%

“…Ideally, the project champion should be a clinician (Cresswell et al, 2011;Handel & Hackman, 2010;Scholl et al, 2011). Sometimes the project champion will take the form of a "super user", a clinician expert in the system who can assist people in adjusting to and using the new system (Altavilla et al, 2011;Vedel et al, 2012).…”

Section: Project Championmentioning

confidence: 99%

“…A number of researchers recommended phased implementations of EMR systems as a key success factor, giving the clinicians and other users time to learn and adapt to the system (Altavilla et al, 2011;Handel & Hackman, 2010;Scholl et al, 2011). Some ERP researchers also cite phased implementation as a success factor (Motwani et al, 2002;Motwani et al, 2005;Scott, 1999).…”

Section: Phased Implementationmentioning

confidence: 99%

See 4 more Smart Citations

The Impact of Electronic Medical Records Systems on Healthcare Subunit Performance: A Dynamic Capabilities Study

MacKinnon¹

View full text Add to dashboard Cite

This thesis focuses on the impact of electronic medical records (EMR) systems on healthcare subunit performance. EMR systems are a relatively new artifact in the healthcare industry and have come under a great deal of attention lately, seen as a way of reducing healthcare costs and improving healthcare quality. We have taken a dynamic capabilities perspective for this research. We developed a model that suggests that two dynamic capabilities: process management and change management, will positively impact usage of EMR systems, and that EMR use is the key driver of operational performance at the subunit level. We tested our theory with a sequential mixed method approach. Our unit of analysis was hospital emergency clinicians. Our quantitative data collection method was through the use of an online survey of mainly nurse and nurse managers. Survey data was analyzed using structural equation modeling. Our qualitative data collection method was through the use of qualitative interviews with emergency department stakeholders. The interviews were conducted to obtain additional insight into the issues surrounding implementation and use of EMR systems and to help explain our quantitative results. We found that process management and pre-implementation change management positively impact EMR use, and that EMR use positively impacts clinician related performance. Post-implementation change management was found to have a negative effect on EMR use. Finally, we found that process management had a direct positive effect on patient-related performance and EMR use had an indirect positive effect on patient-related performance, mediated by clinician-related performance. iii Acknowledgements This thesis would not have been possible without the support of my family. I am thankful to my wife Miriam and my children, Justin and Jenna. Their patience and encouragement through this long and arduous process has been greatly appreciated. I am also very grateful for the tremendous amount of help, support, advice and encouragement that I have received from my friends and colleagues at Clarkson University. I am also thankful for the advice and contacts I have made through friends and family who are members of the healthcare community, and the new friendships I have made in the process of this research.

show abstract

Section: Inconsistent Emr Outcomesmentioning

confidence: 99%