Abstract:Knowledge management differences occur within and between practices and can explain differences in performance. By relying more on social tools rather than costly, high-tech investment, KM leverages primary care's relationship-centered strength, facilitating practice redesign as a medical home.
“…Collectively, these interventions enhance all three IC dimensions. Across three papers, Orzano et al develop a set of best practices and tools for KM in family physician practices (Orzano et al , 2008a,b, 2009). This bundle strengthens human, structural and relational capital.…”
Section: Resultsmentioning
confidence: 99%
“…They might be able to capture non-linear effects of KM on performance as well as interaction effects of different IC and performance dimensions. However, as the literature on multi-faceted interventions remains mostly conceptual (Orzano et al , 2008a,b, 2009), it is yet to immature to draw definite conclusions on the performance potential of multi-faceted KM initiative bundles.…”
PurposeThe purpose of this study is to investigate how Knowledge Management (KM) and Intellectual Capital (IC) can increase the organizational performance of ambulatory healthcare providers and how such performance can be assessed.Design/methodology/approachFollowing the PRISMA guidelines, a structured review of peer-reviewed English-speaking articles up to 31st December 2019 was conducted. A search of ACM Digital Library, Cochrane Library, DARE, EBSCOHost, Medline, ProQuest, PubMed, ScienceDirect, Scopus and Web of Science produced 8,391 results. All studies that did not examine the impact of KM initiatives on organizational performance in an ambulatory healthcare provider setting were eliminated. The final sample of 31 studies was examined regarding the design of the KM initiatives as well as the performance concepts and indicators employed.FindingsA range of KM tools and methods (Electronic Health Records, Clinical Decision Support, Health Information Technology, Training, Communities of Practice) have been shown to improve healthcare processes but evidence of an impact on outcomes remains mixed. Performance indicators focus on medical quality but rarely capture economic or social performance. Indicators have been adapted from the medical field, but do not adequately capture IC and KM-induced performance.Originality/valueThis review provides an overview of KM initiatives in ambulatory healthcare and assesses the associated performance metrics through an IC lens. Thereby, it enables further research on the interplay of IC, KM and performance in ambulatory care and points to several research gaps. It provides managers with guidance for designing KM initiatives in their organizations
“…Collectively, these interventions enhance all three IC dimensions. Across three papers, Orzano et al develop a set of best practices and tools for KM in family physician practices (Orzano et al , 2008a,b, 2009). This bundle strengthens human, structural and relational capital.…”
Section: Resultsmentioning
confidence: 99%
“…They might be able to capture non-linear effects of KM on performance as well as interaction effects of different IC and performance dimensions. However, as the literature on multi-faceted interventions remains mostly conceptual (Orzano et al , 2008a,b, 2009), it is yet to immature to draw definite conclusions on the performance potential of multi-faceted KM initiative bundles.…”
PurposeThe purpose of this study is to investigate how Knowledge Management (KM) and Intellectual Capital (IC) can increase the organizational performance of ambulatory healthcare providers and how such performance can be assessed.Design/methodology/approachFollowing the PRISMA guidelines, a structured review of peer-reviewed English-speaking articles up to 31st December 2019 was conducted. A search of ACM Digital Library, Cochrane Library, DARE, EBSCOHost, Medline, ProQuest, PubMed, ScienceDirect, Scopus and Web of Science produced 8,391 results. All studies that did not examine the impact of KM initiatives on organizational performance in an ambulatory healthcare provider setting were eliminated. The final sample of 31 studies was examined regarding the design of the KM initiatives as well as the performance concepts and indicators employed.FindingsA range of KM tools and methods (Electronic Health Records, Clinical Decision Support, Health Information Technology, Training, Communities of Practice) have been shown to improve healthcare processes but evidence of an impact on outcomes remains mixed. Performance indicators focus on medical quality but rarely capture economic or social performance. Indicators have been adapted from the medical field, but do not adequately capture IC and KM-induced performance.Originality/valueThis review provides an overview of KM initiatives in ambulatory healthcare and assesses the associated performance metrics through an IC lens. Thereby, it enables further research on the interplay of IC, KM and performance in ambulatory care and points to several research gaps. It provides managers with guidance for designing KM initiatives in their organizations
“…This study is inspired by previous research introducing knowledge management as an intervention to improve healthcare delivery by focusing on the different practices KM provides for health professionals to collect, transfer, and utilize knowledge, as well as KM's influence on healthcare performance [3]. Knowledge management is defined as a process in which information communication technology (ICT) systems are applied to support the activities in organizing knowledge, experience, skills, and communication [4]. Knowledge management can be further defined as a collaborative and integrated approach for creating, capturing, organizing, accessing, and using an organization's intellectual capital [5].…”
Background and aim: Current health-care delivery requires increasingly proactive and inter-professional work. Therefore, collecting patient information and knowledge management is of paramount importance. General practitioners (GPs) are well placed to lead these evolving models of care delivery. However, it is unclear how they are handling these changes. To gain an insight into this matter, the HIV epidemic was chosen as a test case. Methods: Data were collected and analysed from 13 semi-structured interviews with GPs, working in urban communities in Flanders. Findings: GPs use various types of patient information to estimate patients' risk of HIV. The way in which sexual health information is collected and registered, depends on the type of information under discussion. General patient information and medical history data are often automatically collected and registered. Proactively collecting sexual health information is uncommon. Moreover, the registration of the latter is not obvious, mostly owing to insufficient space in the electronic medical record (EMR). Conclusions: GPs seem willing to systematically collect and register sexual health information, in particular about HIV-risk factors. They expressed a need for guidance together with practical adjustments of the EMR to adequately capture and share this information.
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