BackgroundThe literature on implementing Electronic Health Records (EHR) in hospitals is very diverse. The objective of this study is to create an overview of the existing literature on EHR implementation in hospitals and to identify generally applicable findings and lessons for implementers.MethodsA systematic literature review of empirical research on EHR implementation was conducted. Databases used included Web of Knowledge, EBSCO, and Cochrane Library. Relevant references in the selected articles were also analyzed. Search terms included Electronic Health Record (and synonyms), implementation, and hospital (and synonyms). Articles had to meet the following requirements: (1) written in English, (2) full text available online, (3) based on primary empirical data, (4) focused on hospital-wide EHR implementation, and (5) satisfying established quality criteria.ResultsOf the 364 initially identified articles, this study analyzes the 21 articles that met the requirements. From these articles, 19 interventions were identified that are generally applicable and these were placed in a framework consisting of the following three interacting dimensions: (1) EHR context, (2) EHR content, and (3) EHR implementation process.ConclusionsAlthough EHR systems are anticipated as having positive effects on the performance of hospitals, their implementation is a complex undertaking. This systematic review reveals reasons for this complexity and presents a framework of 19 interventions that can help overcome typical problems in EHR implementation. This framework can function as a reference for implementers in developing effective EHR implementation strategies for hospitals.

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As a management problem the identification of stakeholders is not easily solved. It comprises a modelling and a normative issue, which need to be solved in connection with each other. In stakeholder literature knowledge can be found, e.g. on various stakeholder categorizations, that could be useful for the modelling issue. However, the normative issue remains unresolved. Additionally, the modelling of the so‐called stakeholder category ‘the affected’ further complicates this issue. Nevertheless, from a normative perspective, this group holds justified interests in aspects of organizational activity and its members are, for that reason, legitimate stakeholders. In this article it is explored to what extent critical systems heuristics can help in resolving the managerial problem of identifying stakeholders. Critical systems heuristics is a modelling methodology in which the normative aspect of modelling is crucial. Using the distinction between ‘the involved’ and ‘the affected’, a variety of boundary judgments are discussed. Special attention is given to the so‐called ‘witness’ as a representative of the affected. Copyright © 2003 John Wiley & Sons, Ltd and ERP Environment.

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -In the literature on complaint management the importance is acknowledged of learning from complaints. Still, the concept of organisational learning has not yet been embedded in the field of complaint management. Therefore, this paper aims to adjust a general model for organisational learning to the concept of complaint management in order to make it operational for this field. Design/methodology/approach -The notion of organisational learning in combination with complaint management is modelled as a system. This system enabled us to analyse the practices of handling and analysing complaints within six Dutch service organisations and to assess the potential of these organisations for organisational learning. Findings -The results of the paper categorise a variety of complaint management practices along two elements of organisational learning: triggers and modes of learning (i.e. informational learning or interactive learning). Research limitations/implications -Further research should include the applicability of the learning model to different sectors or organisations. Practical implications -This collection of practices can be used as a managerial guideline for improving the processes of learning from complaints. Originality/value -This paper contributes to embedding the concept of organisational learning in the field of complaint management.

PurposeThe management of stakeholder involvement within innovation projects is a task of growing importance. The purpose of this paper is to present a method for the first challenge in stakeholder management: the identification of those stakeholders to be involved in innovation projects.Design/methodology/approachAnalysis of stakeholder literature leads to the conclusion that stakeholder identification is considered a problem of classification. Although the availability of a classification model is necessary, it is argued that for a classification model to be of use in identifying stakeholders, such a model needs to be supplemented with an identification procedure for identifying real world parties. Furthermore, a classification model should fit the context the stakeholders are identified for, in this case for innovation projects. These insights have led to the development of a classification model fitting the innovation context, and to the embedding of this model, along with a matching identification procedure, in an identification method.FindingsA partial and integral evaluation of the method on four cases showed its efficacy in the managerial practice of identifying stakeholders within innovation projects.Originality/valueThe method as proposed in the paper can be used for identifying stakeholders in innovation projects. The method can be considered a first step in managing stakeholder involvement.