The patient will see you now-Towards an understanding of on-demand healthcare

Gleiß, Alexander

doi:10.1109/cbi49978.2020.00024

Cited by 2 publications

(3 citation statements)

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“…This study has both theoretical and practical implications. By addressing the call for more research on patient engagement and smart technologies in the healthcare context (Gleiss, 2020), we contribute to the literature by proposing the smart technologies fine-tuning in healthcare settings to facilitate engagement on three different dimensions. SMAs, intelligent devices and virtual agents are becoming an integral part of the new path healthcare services.…”

Section: Discussionmentioning

confidence: 99%

“…These technologies drive healthcare business development and they are expected to completely transform it (Gleiss, 2020). Through devices, humans can capture sensory data every day and act on critical aspects of their daily activities by utilizing past experiences (Backer et al, 2017); similarly, the introduction of virtual agents has been demonstrated to widely support doctor-patient relationships and improve service provision with patients.…”

Section: Introductionmentioning

confidence: 99%

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Proceedings of the 17th International Research Symposium on Service Excellence in Management - QUIS17

2022

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This paper is based on an evaluation of a telemental health service, 'Let's Keep Talking', based in Liverpool, England. Telephone interviews were conducted with service users and volunteers, exploring both the utility of the service model in the pandemic context and its long-term viability. Findings highlight multiple benefits of this model, which has the potential to generate transformative change within the lives of both clients and volunteers. However, the particular benefits of face-to-face contact were also emphasised, ultimately supporting an argument for blended models of care. Key recommendations pertain to blended care and revisiting the service communications strategy.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Proceedings of the 17th International Research Symposium on Service Excellence in Management - QUIS17

2022

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“…Digital technologies diffuse from multiple directions (Chan et al 2004;Fichman et al 2011;Gleiss et al 2021) and aim to improve the healthcare performance (Lapāo 2019), allow for new business models (Menvielle et al 2017), or possibly reshape the relationship between patients and healthcare providers (Brucher et al 2018). Thus, they provide new ways and tools for the detection, diagnosis, and therapy of diseases as well as transforming entire processes of and around healthcare (Gimpel and Röglinger 2015;Pousttchi et al 2019b). Altogether, innovative and disruptive technologies might conceivably revolutionize the entire healthcare sector with remarkable consequences for providers, patients, and other stakeholders (Christensen et al 2017)-and there are yet technologies to follow which might help hospitals to become "smarter" (Bogdan 2018; Williams 2019).…”

Section: Introductionmentioning

confidence: 99%

Removing barriers for digital health through organizing ambidexterity in hospitals

Gleiß

Lewandowski

2021

J Public Health (Berl.)

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Aim Hospitals noticeably struggle with maintaining hundreds of IT systems and applications in compliance with the latest IT standards and regulations. Thus, hospitals search for efficient opportunities to discover and integrate useful digital health innovations into their existing IT landscapes. In addition, although a multitude of digital innovations from digital health startups enter the market, numerous barriers impede their successful implementation and adoption. Against this background, the aim of this study was to explore typical digital innovation barriers in hospitals, and to assess how a hospital data management platform (HDMP) architecture might help hospitals to extract such innovative capabilities. Subject and methods Based on the concept of organizational ambidexterity (OA), we pursued a qualitative mixed-methods approach. First, we explored and consolidated innovation barriers through a systematic literature review, interviews with 20 startup representatives, and a focus group interview with a hospital IT team and the CEO of an HDMP provider. Finally, we conducted a case-study analysis of 36 digital health startups to explore and conceptualize the potential impact of DI and apply the morphological method to synthesize our findings from a multi-level perspective. Results We first provide a systematic and conceptual overview of typical barriers for digital innovation in hospitals. Hereupon, we explain how an HDMP might enable hospitals to mitigate such barriers and extract value from digital innovations at both individual and organizational level. Conclusion Our results imply that an HDMP can help hospitals to approach organizational ambidexterity through integrating and maintaining hundreds of systems and applications, which allows for a structured and controlled integration of external digital innovations.

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The patient will see you now-Towards an understanding of on-demand healthcare

Cited by 2 publications

References 35 publications

Proceedings of the 17th International Research Symposium on Service Excellence in Management - QUIS17

Proceedings of the 17th International Research Symposium on Service Excellence in Management - QUIS17

Removing barriers for digital health through organizing ambidexterity in hospitals

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