Knowledge Management Process-Oriented Strategy for Healthcare Organizations

2017 ◽  
Vol 13 (4) ◽  
pp. 73-89
Author(s):  
Nurhidayah Bahar ◽  
Shamshul Bahri
Keyword(s):  
Knowledge Management ◽  
Clinical Work ◽  
Teaching Hospitals ◽  
Healthcare Organizations ◽  
Private Hospitals ◽  
Km Strategy ◽  
Process Oriented ◽  
Clinical Departments ◽  
Doctors And Nurses

This article explores Knowledge Management (KM) practices among doctors and nurses in Malaysia. A total of 59 interviews were conducted with doctors and nurses from two hospitals. The data analysis employed in vivo coding and process coding techniques. The findings suggest a process-oriented strategy for managing knowledge among doctors and nurses in a clinical work environment. The development of this strategy can help the healthcare workers and management to evaluate and further improve their current KM practices. Additionally, this article adds another KM strategy to the literature that is tailored to supporting healthcare organization. Future studies may want to replicate the proposed strategy in different settings such as other clinical or non-clinical departments within the hospital, other public or teaching hospitals or private hospitals.

Knowledge Management Process-Oriented Strategy for Healthcare Organizations

2020 ◽  
pp. 340-356
Author(s):  
Nurhidayah Bahar ◽  
Shamshul Bahri
Keyword(s):  
Knowledge Management ◽  
Clinical Work ◽  
Teaching Hospitals ◽  
Healthcare Organizations ◽  
Private Hospitals ◽  
Km Strategy ◽  
Process Oriented ◽  
Clinical Departments ◽  
Doctors And Nurses

This article explores Knowledge Management (KM) practices among doctors and nurses in Malaysia. A total of 59 interviews were conducted with doctors and nurses from two hospitals. The data analysis employed in vivo coding and process coding techniques. The findings suggest a process-oriented strategy for managing knowledge among doctors and nurses in a clinical work environment. The development of this strategy can help the healthcare workers and management to evaluate and further improve their current KM practices. Additionally, this article adds another KM strategy to the literature that is tailored to supporting healthcare organization. Future studies may want to replicate the proposed strategy in different settings such as other clinical or non-clinical departments within the hospital, other public or teaching hospitals or private hospitals.

Implementing process‐oriented knowledge management strategies

2003 ◽  
Vol 7 (4) ◽  
pp. 62-74 ◽  
Author(s):  
Ronald Maier ◽  
Ulrich Remus
Keyword(s):  
Knowledge Management ◽  
Business Strategy ◽  
Management Strategies ◽  
Management Approach ◽  
Km Strategy ◽  
Current State ◽  
State Of Practice ◽  
Process Oriented ◽  
Four Levels ◽  
Strategic Perspective

Despite growing interest about a strategic perspective on knowledge management (KM), there is still a lack of a procedure and methods to guide the implementation of KM strategies. In this paper, we review the current state of practice of KM initiatives and identify four scenarios for potentially successful KM initiatives. The majority of organizations can be described as being a knowledge management starter. In order to improve these KM initiatives and link them to business strategy, we suggest a process‐oriented knowledge management approach as a step to bridge the gap between human‐ and technology‐oriented KM. This approach is outlined with the help of the four levels of intervention: (1) strategy, (2) KM organization and processes, (3) topics/content, and (4) instruments/systems. The definition and implementation of a process‐oriented KM strategy in a large transaction bank will serve as an example to illustrate the application of our approach.

scholarly journals Involving clinicians in management: assessing views of doctors and nurses on hybrid professionalism in clinical directorates

2021 ◽  
Vol 21 (1) ◽  
Author(s):  
Anna Prenestini ◽  
Marco Sartirana ◽  
Federico Lega
Keyword(s):  
Management Practices ◽  
Healthcare Professionals ◽  
Clinical Work ◽  
Local Health Authority ◽  
Local Health ◽  
Policy Makers ◽  
Polarity Index ◽  
Validated Questionnaire ◽  
Clinical Directorates ◽  
Doctors And Nurses

Abstract Background Hybrid professionalism is one of the most effective ways to involve clinicians in management practices and responsibilities. With this study we investigated the perceptions of doctors and nurses on hybridization in clinical directorates (CDs) in hospitals. Methods We investigated the attitudes of healthcare professionals (doctors and nurses) towards eight hospital CDs in the Local Health Authority (LHA) of Bologna (Emilia Romagna, Italy) 6 years after their implementation. We used a validated questionnaire by Braithwaite and Westbrook (2004). Drawing on Palmer et al. (2007), we added a section about the characteristics of department heads. In all, 123 healthcare professionals in managerial roles completed and returned the questionnaire. The return rate was 47.4% for doctors and 31.6% for nurses. Results Doctors reported an increase in clinical governance, interdisciplinarity collaboration, and standardization of clinical work. Hybridization of practices was noted to have taken place. While doctors did not see these changes as a threat to professional values, they felt that hospital managers had taken greater control. There was a large overlap of attitudes between doctors and nurses: inter-professional integration in CDs fostered alignment of values and aims. The polarity index was higher for responses from the doctors than from the nurses. Conclusion The study findings have implications for policy makers and managers: mission and strategic mandate of CDs; governance of CDs, leadership issues; opportunities for engaging healthcare professionals; changes in managerial involvement during the COVID-19 pandemic. We also discuss the limitations of the present study and future areas for research into hybrid structures.

scholarly journals Quality and safety by design

2006 ◽  
Vol 15 (suppl 1) ◽  
pp. i1-i3 ◽  
Author(s):  
J B Battles
Keyword(s):  
Healthcare Delivery ◽  
Clinical Work ◽  
Design Methods ◽  
Quality And Safety ◽  
Healthcare Organizations ◽  
Patient Centered ◽  
Framework Design ◽  
Design Attributes ◽  
Centered Care

Rather than continuing to try to measure the width and depths of the quality chasm, a legitimate question is how does one actually begin to close the quality chasm? One way to think about the problem is as a design challenge rather than as a quality improvement challenge. It is time to move from reactive measurement to a more proactive use of proven design methods, and to involve a number of professions outside health care so that we can design out system failure and design in quality of care. Is it possible to actually design in quality and design out failure? A three level conceptual framework design would use the six quality aims laid out in Crossing the quality chasm. The first or core level of the framework would be designing for patient centered care, with safety as the second level. The third design attributes would be efficiency, effectiveness, timeliness, and equity. Design methods and approaches are available that can be used for the design of healthcare organizations and facilities, learning systems to train and maintain competency of health professionals, clinical systems, clinical work, and information technology systems. In order to bring about major improvements in quality and safety, these design methods can and should be used to redesign healthcare delivery systems.

Knowledge Sharing for Healthcare and Medicine in Developing Countries

2017 ◽  
pp. 1276-1293
Author(s):  
Kgomotso H. Moahi ◽  
Kelvin J. Bwalya
Keyword(s):  
Developing Countries ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Healthcare Systems ◽  
Healthcare Organizations ◽  
Middle Income ◽  
Middle Income Countries ◽  
Cross Pollination ◽  
The Individual ◽  
Sharing Behavior

Knowledge sharing has always been used as a platform for cross-pollination of ideas and innovations in a bid to improve and enhance performance thereby increasing competitiveness and responsiveness both in organizations and individual levels. Healthcare systems are not an exception. However, for knowledge sharing to take place there is need for certain factors to be noted and addressed such as the individual, organizational and technological. Further, knowledge sharing goes hand in hand with knowledge management and must become part of the strategic fabric of organizations. This chapter focuses on knowledge sharing by health professionals in healthcare and medicine in developing countries. The chapter covers knowledge management and its link with knowledge sharing; the various methods of knowledge sharing in healthcare; factors that make knowledge sharing an important strategic move for healthcare organizations; and factors and issues that affect or determine knowledge sharing behavior. Finally, a literature search for examples of knowledge sharing in developing or low and middle-income countries was conducted and the results are presented. The chapter shows that developing countries have recognized the value of knowledge sharing in healthcare systems and there are tangible signs that this is going to shape cross-pollination of ideas and innovations in the health systems in the foreseeable future.

Knowledge Management in Hospitals

2005 ◽  
pp. 14-28 ◽  
Author(s):  
Kevin C. Desouza
Keyword(s):  
Knowledge Management ◽  
Process Model ◽  
Lower Cost ◽  
Quality Of Healthcare ◽  
Management Process ◽  
Healthcare Organizations ◽  
Medical Field

The medical field in recent years has been facing increasing pressures for lower cost and increased quality of healthcare. These two pressures are forcing dramatic changes throughout the industry. Managing knowledge in healthcare enterprises is hence crucial for optimal achievement of lowered cost of services with higher quality. The following chapter focuses on developing and fostering a knowledge management process model. We then look at key barriers for healthcare organizations to cross in order to fully manage knowledge.

Knowledge Sharing for Healthcare and Medicine in Developing Countries

2017 ◽  
pp. 60-77 ◽  
Author(s):  
Kgomotso Hildegard Moahi ◽  
Kelvin J. Bwalya
Keyword(s):  
Developing Countries ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Healthcare Systems ◽  
Healthcare Organizations ◽  
Middle Income ◽  
Middle Income Countries ◽  
Cross Pollination ◽  
The Individual ◽  
Sharing Behavior

Knowledge sharing has always been used as a platform for cross-pollination of ideas and innovations in a bid to improve and enhance performance thereby increasing competitiveness and responsiveness both in organizations and individual levels. Healthcare systems are not an exception. However, for knowledge sharing to take place there is need for certain factors to be noted and addressed such as the individual, organizational and technological. Further, knowledge sharing goes hand in hand with knowledge management and must become part of the strategic fabric of organizations. This chapter focuses on knowledge sharing by health professionals in healthcare and medicine in developing countries. The chapter covers knowledge management and its link with knowledge sharing; the various methods of knowledge sharing in healthcare; factors that make knowledge sharing an important strategic move for healthcare organizations; and factors and issues that affect or determine knowledge sharing behavior. Finally, a literature search for examples of knowledge sharing in developing or low and middle-income countries was conducted and the results are presented. The chapter shows that developing countries have recognized the value of knowledge sharing in healthcare systems and there are tangible signs that this is going to shape cross-pollination of ideas and innovations in the health systems in the foreseeable future.

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