2017
DOI: 10.1016/j.ijmedinf.2017.05.009
|View full text |Cite
|
Sign up to set email alerts
|

Between “the best way to deliver patient care” and “chaos and low clinical value”: General Practitioners’ and Practice Managers’ views on data sharing

Abstract: Familiarity with and use of data sharing projects was high among GPs and PMs. Both their individual and organisational characteristics were associated with the reported frequency of discussions and patients' responses. Improved awareness of the impact of provider characteristics and attitudes on patients' decisions about data sharing may enhance the equity and autonomy of those decisions.

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
2
2
1

Citation Types

0
9
0
2

Year Published

2017
2017
2024
2024

Publication Types

Select...
6

Relationship

1
5

Authors

Journals

citations
Cited by 9 publications
(11 citation statements)
references
References 40 publications
(45 reference statements)
0
9
0
2
Order By: Relevance
“…Strategies may include electronic coordination systems; timely, standardised discharge or outpatient summaries; and regular multi-disciplinary meetings. 52,53 Further work is needed to develop a more tailored, patient-centred approach to service design and delivery of end-of-life care. evidence for answering the review question, that is, the fitness for purpose of that form of evidence.…”
Section: Resultsmentioning
confidence: 99%
“…Strategies may include electronic coordination systems; timely, standardised discharge or outpatient summaries; and regular multi-disciplinary meetings. 52,53 Further work is needed to develop a more tailored, patient-centred approach to service design and delivery of end-of-life care. evidence for answering the review question, that is, the fitness for purpose of that form of evidence.…”
Section: Resultsmentioning
confidence: 99%
“…(There is a discrepancy between number of interviews and participants as some patient and carer interviews involved more than one person and the two project leads were interviewed twice; paper in preparation);No question touching on end of life care was included in the interview schedules for patient and current carers. The focus was fully on data sharing, although end of life issues were discussed when raised by interviewees. questionnaire concerning GPs’ and Practice Managers’ (PMs) familiarity, engagement with and perceptions of patient data sharing (405 responses, 64% response rate); [66] ethnographic observations , mostly from the process of developing the data sharing system, but also from use of the data sharing tools in healthcare settings; document analysis, using reports, meeting minutes and email communication of the clinical service development project.Three papers have been published from the study, [6668] with more in preparation.While we could have attempted to represent the study as an evaluation (an exempt category), as its primary aim was to evaluate a service, we decided against this course of action. There were vulnerable individuals in our intended sample, regardless of how a study is classified relative to a debatable and often arbitrary distinction.…”
Section: Main Textmentioning
confidence: 99%
“…questionnaire concerning GPs’ and Practice Managers’ (PMs) familiarity, engagement with and perceptions of patient data sharing (405 responses, 64% response rate); [66]…”
Section: Main Textmentioning
confidence: 99%
“…Nesse contexto, o modelo de Gestão do Conhecimento se constitui em um conjunto integrado de ações para identificar, capturar, gerenciar e disseminar todo o ativo intelectual de informações de uma organização (PINHEIRO et al, 2016).…”
Section: Introductionunclassified
“…Entretanto, para a consolidação desse modelo nas organizações, uma série de desafios deve ser superada, entre eles: a criação de uma cultura organizacional de aprendizagem e de compartilhamento do conhecimento (SEN-GE, 2012; TANG, 2017); a definição de papéis de gestão do conhecimento (trabalhadores do conhecimento -diretores de gestão do conhecimento, analistas da informação, ciberoticários, mentores, entre outros) viabilizadores da mudança (BRITO; OLIVEIRA; CASTRO, 2016); o planejamento de espaços organizacionais; a criação de times multidisciplinares de aprendizagem; a consecução de práticas de gestão do conhecimento como comunidades virtuais (LARA et al, 2017); e melhores práticas de GC (PETROVA et al, 2017), entre outros.…”
Section: Introductionunclassified