Information and knowledge processes as a knowledge management framework in health care

Abstract

Purpose Effective knowledge management (KM) enables the health care organisations to reach their goals. In modern health care the empowered patients are active partners, whose preferences, needs and values should be taken into account. Shared decision making (SDM) aims at involving the patient and the health professionals as equal partners in care. The purpose of this paper is to present a new model of health care information and knowledge processes (IKPs) as a KM framework. The aim is to scrutinise what types of knowing can be identified the IKPs and how do the knowledge processes support SDM. The role of patients in the IKPs is discussed. Design/methodology/approach The qualitative case study was conducted in two Finnish university hospital districts in integrated care pathways of childhood obesity. In total, 30 professionals and three mothers and children were interviewed 2009-2011 and the findings were supported with a survey (n=13) and document material. Findings The findings indicate that the patients and families involvement in the IKPs is modest. This implies that SDM is not completely fulfilled which may affect the families commitment to positive lifestyle changes. Research limitations/implications The data of the patients and families were limited due to the challenges with recruitment. Practical implications The detailed IKP model enables the health organisations to scrutinise their own IKPs and to identify the shortages in order to change practices. Originality/value This paper presents a new model of health care KM which recognises the patients as active partners.

Impact of Knowledge Oriented Leadership on Knowledge Management Processes in the Middle Eastern Audit and Consulting Companies

“…The knowledge creation process is defined by scientists as the process of knowledge transformation through different levels of learning (García-Fernández, 2015;Känsäkoski, 2017;Claver-cortes et al, 2018), the development of existing or new competence within the organization (Probst et al, 2000;Ceptureanu & Popescu, 2018;Mahdi et al, 2019), the dynamic interaction of tacit and explicit knowledge and the transformation of individual knowledge into organizational context (Nonaka & Toyama, 2004;Sun, 2010;Rusly et al, 2012;Wee & Chua, 2013;Wahba, 2015;Little & Deokar, 2016), the ability of an organization to generate new and useful ideas and solutions (Sangari, Hosnavi, & Zahedi, 2015;Henttonen et al, 2016;Kianto et al, 2016) in order to improve processes, identify new opportunities, develop innovation (Wee & Chua, 2013;Ranjbarfard et al, 2014;Little & Deokar, 2016), increase knowledge created value (Rusly et al, 2012;Claver-cortes et al, 2018), and preserve or gain a competitive advantage (Mehralian, Nazari, Akhavan, & Rasekh, 2014;Little & Deokar, 2016;Sirorei & Fombad, 2019). Knowledge creation is defined as the development of existing and new organizational competence (knowledge, abilities and skills) in order to implement knowledge strategy, achieve organizational performance outcomes, create mutual value, and increase uniqueness and leadership in the market.…”

Knowledge Management Cycle: A Scientific Literature Review

“…Knowledge management processes can be defined as all of the activities that are related to knowledge and carried in the organisations by internal or external parties. Knowledge management processes differ from one organisation to another and the number of these processes is not agreed upon among scientists (Liu et al, 2013;Wee & Chua, 2013;Obeidat et al, 2014;Ranjbarfard et al, 2014;Al Saifi, 2015;Chang & Lin, 2015;Sangari et al, 2015;Schenk et al, 2015;Suorsa, 2015;Tongo, 2015;Wahba, 2015;Kianto et al, 2016;Lee et al, 2016;Little & Deokar, 2016;Känsäkoski, 2017;Matoskova & Smesna, 2017;Pandey et al, 2018;Raudeliūnienė et al, 2018). Many researchers have studied different knowledge management processes, the most recent of them are classified according to (Table 1): creation, generation; sharing, transfer, distribution, dis-semination, conversion; application, reuse, interpretation; storage, codification, retention; acquisition, capture.…”

“…Knowledge sharing among the members participating in the processes permits better coordination and comprehension of the whole process instead of having divided parts of the process. Känsäkoski (2017) believed that knowledge sharing requires interaction between individuals. The factors affecting knowledge sharing in the organisations consist of the social network structure, location and time occasions, the culture of the organisation, the trust between the members and the employees' motivation.…”

“…Knowledge creation and sharing would not be relevant if the organisation could not utilize this knowledge in an efficient way.The ability to use a related knowledge base in decision making and problem solving enables the organisation to face the business changes which positively affects organisation's structure. As per Känsäkoski (2017), knowledge use is interrelated with knowledge creation and it affects the decision making process. Pandey et al (2018) defined knowledge application process as the utilization of the knowledge after conversion and it constitutes a crucial part of the overall knowledge management processes because it makes use of the knowledge acquired and converted.…”

“…Summarizing various scientific opinions, knowledge management is defined, as targeted and systematic management of processes, methods and tools, making full use of the organisation's knowledge potential for strategic goals, making effective decisions and implementing and creating its value (Raudeliūnienė & Meidutė-Kavaliauskienė, 2016;Raudeliūnienė et al, 2018). Organisations have shifted from managing the existing information to creating new knowledge that improves organisational productivity and performance and they started introducing knowledge management processes to ensure that knowledge is accessible for all the members in the organisation and is available at the right time to the right person (Chang et al, 2012;Sangari, Hosnavi, & Zahedi, 2015;Känsäkoski, 2017). Knowledge management processes include the creation, acquisition, storage, transfer, sharing and application of knowledge, which implementation should be embedded in the whole organisational strategy (Hesamamiri, Mahdavi Mazdeh, & Bourouni, 2016) because the fit between knowledge management system capabilities and processes determine knowledge management performance.…”