Merger of knowledge management and information technology in healthcare: opportunities and challenges

Dwivedi, A.; Bali, Rajeev K.; James, Anne; Naguib, R.N.G.; Johnston, Douglas

doi:10.1109/ccece.2002.1013118

Cited by 33 publications

(32 citation statements)

References 14 publications

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“…This is sometimes termed a silo mentality [25]. Paul Batalden, Director of Healthcare Improvement and leadership development at Dartmouth Medical School says that ''People in medical training are prepared to work in a silo" [25]. The problem of hospital units performing as silos in relation to DP, apart from their inability to exchange 'best practice' are the detrimental effects on patient treatment e.g.…”

Section: 'The Vast Majority Of Nhs Care Is Safe But Mistakes Do Happmentioning

confidence: 99%

“…There is a mismanagement of resources and time as different teams operating in the operating theatre; ward and community often repeat the same practices and develop new methods repeatedly, rather than sharing what they know via reliable national networks so that they can learn from each other [24]. This is sometimes termed a silo mentality [25]. Paul Batalden, Director of Healthcare Improvement and leadership development at Dartmouth Medical School says that ''People in medical training are prepared to work in a silo" [25].…”

Section: 'The Vast Majority Of Nhs Care Is Safe But Mistakes Do Happmentioning

confidence: 99%

“…The problem of hospital units performing as silos in relation to DP, apart from their inability to exchange 'best practice' are the detrimental effects on patient treatment e.g. double dosing of medication at admission and discharge [25] and 'bed blocking', delayed discharge and increased emergency readmissions [26]. There are also management implications for instance, financial strains and procedural ineffectiveness and effects on staff efficiency for instance the employees find themselves overwhelmed with bureaucracy [27].…”

Section: 'The Vast Majority Of Nhs Care Is Safe But Mistakes Do Happmentioning

confidence: 99%

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A Knowledge Management-based Decision-making Model for Planning Patient Discharge in the UK National Health Service

Kamalanathan¹,

Eardley²

2015

IJCA

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The UK National Health Service (NHS) is faced with problems of managing patient discharge and preventing the problems that result from it such as frequent readmissions, delayed discharge, long waiting lists, bed blocking and other such consequences. The problem is exacerbated by the growth in size, complexity and the number of chronic diseases in the NHS. In addition, there is an increase in demand for high quality care, processes and planning. Effective Discharge Planning (DP) requires practitioners to have appropriate, patient personalised and updated knowledge in order to be able to make informed and holistic decisions about a patients' discharge. This research examines the role that Knowledge Management (KM) plays in planning an effective discharge plan. The research examines existing ways in which DP is currently carried out, the stakeholders involved in the DP process and highlights areas requiring further improvement. This research also examines KM models in healthcare and integrates KM with DP in the form of a KM based DP model. The model was developed based on primary research carried out on the stakeholders of DP along with secondary research. The model intends to highlight the nuances that require focusing on, and provides a seamless overview allowing healthcare personnel to impeccably plan the discharge of a patient with the involvement of both patients and their carers. The KM-based DP model is validated by the actors involved in planning the discharge i.e. healthcare personnel. Patients and carers too are involved in DP; however their involvement is focused on their knowledge and experiences influencing the decisions being made. Healthcare personnel such as doctors, nurses and administrators are however actively involved in planning the discharge. General TermsDP -Discharge Planning. KM -Knowledge Management.

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Section: 'The Vast Majority Of Nhs Care Is Safe But Mistakes Do Happmentioning

confidence: 99%

Section: 'The Vast Majority Of Nhs Care Is Safe But Mistakes Do Happmentioning

confidence: 99%

Section: 'The Vast Majority Of Nhs Care Is Safe But Mistakes Do Happmentioning

confidence: 99%

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A Knowledge Management-based Decision-making Model for Planning Patient Discharge in the UK National Health Service

Kamalanathan¹,

Eardley²

2015

IJCA

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“…This shift has been marked by the coming of age of paradigms such as m-health, bioinformatics, biomedical and genetic engineering resulting in exponential advances in healthcare knowledge (Dwivedi et al, 2002). One of the most significant implications of this shift has been the realization that the applications of IT advances in the healthcare sector have caused an information explosion.…”

Section: Need For Incorporating Organisational Perspectives In M-healmentioning

confidence: 99%

“…KM can assist healthcare institutions to become viable by giving healthcare information context, so that other healthcare providers can extract knowledge and not information (Dwivedi et al, 2001a). The cornerstone of this chapter is that the KM paradigm can enable the healthcare sector to successfully overcome the information and knowledge overload in healthcare (Dwivedi et al, 2002).…”

Section: The Need For a Km Framework For M-healthmentioning

confidence: 99%

The Efficacy of the M-Health Paradigm: Incorporating Technological, Organisational and Managerial Perspectives

et al.

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THE ROLE OF TECHNOLOGY IN TELEHEALTHTechnology strongly influences the way we work and is creating opportunities and new demands for a range of different approaches to telehealth (Feldman and Gainey, 1997). Telecommunications have evolved and have been accompanied by an evolution in attitudes to information and communications technologies (Stanworth, 1998). Previously, only companies owned computers and it was the IT specialists, rather than ordinary users, who determined their use and application. Today's response to technological change is profoundly different. On average, around 1 in 4 European households already owns a personal computer; in some countries this rises to more than 50% and in some local communities it is even higher.A recent study confirms this trend and predicts that, in two years time, it is expected that the use of information communication technology will increase markedly (Marien, 1989). The ease with which we use them and the take-up of remote working in the European Union continues at a rapid pace. Recent estimates (European Telework Organization, 1999) show that approximately 6.7 million Europeans (4.5% of the workforce) were practising remote working in one form or another at the beginning of 1999.Social, cultural, economic and regulatory factors determine how we organise our business, our work and, hence, our lives (Stanworth, 1998). Technology-led change opens up opportunities for new working methods in three main ways: allowing existing activities to be carried out more rapidly, with more consistency and at a lower cost than could previously be achieved.

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Building New Healthcare Management Paradigms: A Case for Healthcare Knowledge Management

Dwivedi

Bali

Naguib

2007

Healthcare Knowledge Management

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Merger of knowledge management and information technology in healthcare: opportunities and challenges

Cited by 33 publications

References 14 publications

A Knowledge Management-based Decision-making Model for Planning Patient Discharge in the UK National Health Service

A Knowledge Management-based Decision-making Model for Planning Patient Discharge in the UK National Health Service

The Efficacy of the M-Health Paradigm: Incorporating Technological, Organisational and Managerial Perspectives

Building New Healthcare Management Paradigms: A Case for Healthcare Knowledge Management

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