Electronic medical records: tools for competitive advantage

Abstract

Purpose-The purpose of this article is to present a conceptual model that posits the strategic relationships between information technology, clinic operations and physicians and the subsequent outcomes to patients, physicians and clinics which can lead to competitive advantages in the healthcare environment. Design/methodology/approach-This paper is based on a review of the literature and proposes a conceptual model of the strategic relationships essential for success. The scope of the paper is based on the legal, economic and political triggers impacting the strategic relationship between electronic medical records, clinic interoperability and physicians as owners/users. Findings-The paper presents the formation of a conceptual model which identifies the strategic alignment between clinics, physicians and information technology, more specifically, electronic medical records. Research limitations/implications-This paper is limited in that it is not an empirical investigation but a conceptual model of future research endeavours. Future research endeavours should seek empirical findings related to the relationships proposed in the model. Practical implications-Physicians, clinics and patients should be aware of the impact electronic medical records have on the health environment as well as the potential competitiveness due to health consumerism enabled by electronic medical records. Social implications-Electronic medical records, personal health records and electronic health records are infiltrating society; subsequently health consumers should determine how this technology may impact their healthcare. Originality/value-The value of this paper is to provide a conceptual model as a basis for future empirical research and awareness of changes in the competitiveness of the healthcare environment.

Factors Associated in the Implementation and Adoption of Electronic Health Records (EHR) in Private Healthcare

“…There has been a lack of universal EHR implementation around the world. Cost is an aspect that could be preventing many hospitals and medical facilities from adopting EHR systems [10][11][12]. The EHR system makes the clinician's workflow highly streamlined through automation and increased efficiency since one avoids the difficulty of fumbling through paper medical records that do not provide consistent information on the patients' medical history.…”

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

“…Much of what we see in the EMR literature is consistent with the IT value literature. The critical success factors for EMR implementation, such as top management support (Rippen et al, 2013;Winston & Medlin, 2011), project champions (Cresswell et al, 2011;Handel & Hackman, 2010;Scholl et al, 2011), and stakeholder involvement (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) are similar to what is seen in the ERP literature. Actual use of the EMR system is considered to be key to realizing the potential of such systems (Bardhan & Thouin, 2013;Garcia-Smith & Effken, 2013;Holden, 2010;Matheson et al, 2012;Richards et al, 2012;Winston & Medlin, 2011;Xiao et al, 2012).…”

“…A recurring theme in the EMR literature, consistent with Devaraj and Kohli (2003) is that EMR usage is the main determinant of EMR implementation success (Bardhan & Thouin, 2013;Richards et al, 2012;Winston & Medlin, 2011). Full benefits of the EMR system cannot be realized unless the system is used extensively (Holden, 2010;Matheson et al, 2012;Xiao et al, 2012).…”

“…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).…”

“…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).…”