Knowledge management practices in healthcare settings: a systematic review

Abstract

Knowledge is an intangible asset in Organizations, and provides a comparative advantage to those who possess it. Hospitals are complex organizations with unique characteristics because of the heterogeneity of health professionals' orientation, the composite networking and the decision-making processes. A deeper understanding of knowledge management (KM) could streamline productivity and coordinate the use of resources more efficient. We conducted a systematic literature search of peer-reviewed papers that described key elements of KM using three databases (Medline, Cinahl and Health Source: nursing/academic edition) for a 10-year period (1/1/2004-25/11/2014). The included articles were subjected to qualitative content analysis. We retrieved 604 articles of which 20 articles were eligible for analysis. Most of the studies (n=13) used a qualitative methodology. The total sample size was 2155 participants. The key elements that arose were as follows: perceptions of KM, synthesis, dissemination, collaboration, means of KM and leadership. Moreover, this study identified barriers for KM implementation, like time restrictions and limited skills. Healthcare managers ought to cultivate a knowledge environment, operate as role models, provide the tools for KM and reward people who act as knowledge brokers. Opportunities for collaboration and knowledge sharing should be encouraged. Successful KM should be patient-centered to gain its maximum value. Copyright © 2015 John Wiley & Sons, Ltd.

Investigating Knowledge Management Status among Faculty Members of Kerman University of Medical Sciences based on the Nonaka Model in 2015

“…Identification and a deep understanding of KM within an organization assists productivity and optimized use of resources. KM in health system can be useful for patients and clients, as well as employees and different sections of a system and for the whole public health (23). In organizations, including health system and hospitals, there is knowledge specific to the field.…”

Getting the most out of knowledge and innovation transfer agents in health care: a qualitative study

“…11 In health care, this process and associated organisational change is widely recognised as complicated, messy, evolving and fraught with challenge. [12][13][14] For example, practitioners are alleged to lack the time, motivation and capacity to use evidence 15,16 or are purported to be overwhelmed by the quantity of diverse evidence. [17][18][19] Research reports may lack relevance, can be opaque and verbose 20 and it can be a long time before they are released.…”

“…The lack of clarity of brokering roles can limit success. 16,35,135,164 Against this, flexibility is also seen as important; 66 brokerage roles may differ for different individuals 127 or at different times. 165,166 Ross et al 152 conclude that individual partnerships need to be flexible; one size does not fit all and finding the right person for a particular role is key.…”

“…16,41,42,152,155,163,167 Roles can take time to be established, and may take on different forms based on specific local organisations. 137,168 One reason given for the success of the CQRS's partnership programme was that participants were expected to show measurable results.…”

“…97,112 Our findings overlap with these three functional categories, but provide additional insight into the challenge of undertaking a KIT role and the necessity to define role expectations on an ongoing basis so that longer-term expectations are realistic. Others 16,110,152,155,163 have also reported the importance of agreeing roles and expectations.…”