What can family medicine practices do to facilitate knowledge management?

Orzano, A. John; Ohman‐Strickland, Pamela; Patel, Meghal

doi:10.1097/01.hmr.0000324909.49766.de

Cited by 9 publications

(8 citation statements)

References 20 publications

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“…Evidently, developing knowledge relies on social tools. Articulating tacit knowledge to explicit manifests through collective reflection (Orzano et al ., ), ‘huddles’ or brief team meetings (Orzano et al ., ) and dialogical exchange (Quinlan, ). Still, eHealth technologies, like decision support systems, active directories and portals, facilitate dynamic interaction among clinical practitioners.…”

Section: Resultsmentioning

confidence: 99%

Knowledge management practices in healthcare settings: a systematic review

Karamitri

Talias

Bellali

2015

Int J Health Plann Mgmt

123

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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.

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Section: Resultsmentioning

confidence: 99%

Knowledge management practices in healthcare settings: a systematic review

Karamitri

Talias

Bellali

2015

Int J Health Plann Mgmt

123

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“…Physicians in primary care fields and data-intensive specialties such as oncology bear a particularly heavy burden in consuming and managing the amount of information available to them [1-3]. Over the next decade, the cognitive limitation of the traditional model, wherein physicians are expected to learn, retain, and call upon an ever-expanding body of medical knowledge, will become more challenging to navigate.…”

Section: Introductionmentioning

confidence: 99%

Understanding the Factors That Influence the Adoption and Meaningful Use of Social Media by Physicians to Share Medical Information

McGowan¹,

Wasko²,

Vartabedian³

et al. 2012

J Med Internet Res

333

239

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BackgroundWithin the medical community there is persistent debate as to whether the information available through social media is trustworthy and valid, and whether physicians are ready to adopt these technologies and ultimately embrace them as a format for professional development and lifelong learning.ObjectiveTo identify how physicians are using social media to share and exchange medical information with other physicians, and to identify the factors that influence physicians’ use of social media as a component of their lifelong learning and continuing professional development.MethodsWe developed a survey instrument based on the Technology Acceptance Model, hypothesizing that technology usage is best predicted by a physician’s attitudes toward the technology, perceptions about the technology’s usefulness and ease of use, and individual factors such as personal innovativeness. The survey was distributed via email to a random sample of 1695 practicing oncologists and primary care physicians in the United States in March 2011. Responses from 485 physicians were analyzed (response rate 28.61%).ResultsOverall, 117 of 485 (24.1%) of respondents used social media daily or many times daily to scan or explore medical information, whereas 69 of 485 (14.2%) contributed new information via social media on a daily basis. On a weekly basis or more, 296 of 485 (61.0%) scanned and 223 of 485 (46.0%) contributed. In terms of attitudes toward the use of social media, 279 of 485 respondents (57.5%) perceived social media to be beneficial, engaging, and a good way to get current, high-quality information. In terms of usefulness, 281 of 485 (57.9%) of respondents stated that social media enabled them to care for patients more effectively, and 291 of 485 (60.0%) stated it improved the quality of patient care they delivered. The main factors influencing a physician’s usage of social media to share medical knowledge with other physicians were perceived ease of use and usefulness. Respondents who had positive attitudes toward the use of social media were more likely to use social media and to share medical information with other physicians through social media. Neither age nor gender had a significant impact on adoption or usage of social media.ConclusionsBased on the results of this study, the use of social media applications may be seen as an efficient and effective method for physicians to keep up-to-date and to share newly acquired medical knowledge with other physicians within the medical community and to improve the quality of patient care. Future studies are needed to examine the impact of the meaningful use of social media on physicians’ knowledge, attitudes, skills, and behaviors in practice.

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“…Complementary analyses suggested that improved practice KM processes are associated with improved diabetes mellitus outcomes (Orzano, Ohman-Strickland, et al, 2007) and that specific organizational enablers, such as effective leadership and communication, can enhance KM processes (Orzano, Ohman-Strickland, & Patel, 2008c). In this article, we refined our initial model built on secondary data; with primary data, we verified our understanding and contrasted how primary care practices exhibit KM and explained why KM deserves attention in medical home redesign initiatives (Doran et al, 2006;Martin et al, 2004).…”

mentioning

confidence: 81%

“…This study builds on a focused inquiry involving a series of studies leading to our characterization of KM and its connection with performance (Orzano et al, 2006(Orzano et al, , 2008a(Orzano et al, , 2008b(Orzano et al, , 2008cOrzano, Ohman-Strickland, et al, 2007;Orzano, Scott, et al, 2007;. Certainly, the current report is limited to an analysis of four practices (with in-depth reporting on one high-performing and one low-performing practice), reflects viewpoints of the research team, and lacks proof of causation.…”

Section: Limitations Of the Study And Suggestions For Further Researchmentioning

confidence: 99%