Semantic-Based Exchanger for Electronic Medical Record

Abstract

Considering the importance of the patient's medical information for the caregivers to ensure that patients receive appropriate and safe treatment, especially the emergency room (ER) patients, thus, sharing distributed medical information among healthcare institutions is essential. On the other hand, these institutions suffer from communication gap and the heterogeneity of their medical records. Therefore, a fast and accurate way for sharing medical information is required. This paper proposes MREx, an ontology mapping system in the Medical informatics, which enables healthcare institutions, with electronic medical records, to share real-time medical information on demand, in time, at the point of care and without replacing the existing Electronic Medical Records (EMR) systems. MREx function with no data centralization, in a complete distributed heterogeneous environment, and without having to replace existing EMRs. The system shall allow caregivers to serve all ER patients, provide staff with real-time information to make critical decisions and serve researches to collect data among all healthcare institutions. Third 2008 International Conference on Convergence and Hybrid Information Technology 978-0-7695-3407-7/08 $25.00

Health informatics publication trends in Saudi Arabia: a bibliometric analysis over the last twenty-four years

“…For publications in 1995–1999, there were no data sources found. For publications in 2000–2009, data sources used were surveys or questionnaire data [ 30 ], patient or medical data [ 31 – 33 ], clinical or health care research datasets [ 34 ], and patient or disease registries [ 35 ]. For publications in 2010–2019, more data sources were used, including surveys or questionnaire data [ 12 , 24 , 26 , 36 – 96 ], interviews or focus groups [ 25 , 27 , 28 , 37 , 69 , 94 , 97 – 119 ], patient or medical data [ 23 , 120 – 142 ], clinical or health care research datasets [ 23 , 143 – 153 ], patient or disease registries [ 29 , 67 , 154 , 155 ], and social media (Facebook [ 156 , 157 ], Twitter [ 158 , 159 ], Quora [ 22 ], and WhatsApp [ 160 ]) and new social media datasets [ 161 ].…”

Workarounds as generative mechanisms for bottom‐up process innovation—Insights from a multiple case study

“…Beyond the variability built into process models, process participants enact their work within socio‐technical systems that are dynamic, constantly changing, and self‐organised (Arrow & McGrath, 1995). Consequently, to realise specific business objectives, participants aiming to fulfil their day‐to‐day work often end up improving processes (Becker et al, 2009) by implementing “workarounds [which constitute] knowledge about the information systems but in the context of work needs” (Safadi & Faraj, 2010, p. 4). Workarounds, in turn, are an inherent part of business processes (Röder et al, 2015), as they help process participants to solve misfits (Maurer et al, 2012).…”

“…Employees may experiment with various options to work around a perceived misfit (Ferneley & Sobreperez, 2006; Safadi & Faraj, 2010), for example, by consulting an expert, looking online, or simply following a trial‐and‐error approach (Alojairi, 2017; Zamani et al, 2020). If employees experience with a specific system or business process, they may soon discover new ways of performing their day‐to‐day work more efficiently (Safadi & Faraj, 2010).…”

“…Employees may experiment with various options to work around a perceived misfit (Ferneley & Sobreperez, 2006; Safadi & Faraj, 2010), for example, by consulting an expert, looking online, or simply following a trial‐and‐error approach (Alojairi, 2017; Zamani et al, 2020). If employees experience with a specific system or business process, they may soon discover new ways of performing their day‐to‐day work more efficiently (Safadi & Faraj, 2010). Individuals do not always perform workarounds on their own, but are influenced by organisational norms, IT artefacts, and the activities of co‐workers, and workarounds can also be socially constructed and thus be based on mutual consent (Dunford & Perrigino, 2018).…”

“…The first result indicates that the regular enactment of workarounds might have the power to transform co‐workers' activities (Wolf & Beverungen, 2019), the form and function of IT artefacts (Röder et al, 2015), and organisational structures (Alraddadi et al, 2018; Azad & King, 2012). In this case, workarounds may diffuse through communication (Dittrich et al, 2016) and observation (Safadi & Faraj, 2010). Viewing organisations as socio‐technical systems allows the detection of a recursive relationship between information systems and the routines performed by social actors (Beerepoot & Van de Weerd, 2018).…”