e-Health readiness assessment factors and measuring tools: A systematic review

Yusif, Salifu; Hafeez‐Baig, Abdul; Soar, Jeffrey

doi:10.1016/j.ijmedinf.2017.08.006

Cited by 77 publications

(74 citation statements)

References 43 publications

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“…HIT implementation, in turn, is understood as a wide-ranging process that includes planning of the service and implementation; HIT adoption by healthcare consumers and professionals; and establishment of the service and monitoring [5]. Thus, implemented HITs may include, for example, electronic medical or health records (EMR/EHR) [27,28] and services for self-treatment and digital value [29].…”

Section: Introductionmentioning

confidence: 99%

Identifying the Roles of Healthcare Leaders in HIT Implementation: A Scoping Review of the Quantitative and Qualitative Evidence

Laukka

Huhtakangas

Heponiemi

et al. 2020

IJERPH

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Despite major investment, health information technology (HIT) implementation often tends to fail. One of the reasons for HIT implementation failure is poor leadership in healthcare organisations, and thus, more research is needed on leaders' roles in HIT implementation. The aim of the review was to identify the role of healthcare leaders in HIT implementation. A scoping review with content analysis was conducted using a five-step framework defined by Arksey and O'Malley. Database searches were performed using CINAHL, Business Source Complete, ProQuest, Scopus and Web of Science. The included studies were written either in English or Finnish, published between 2000 and 2019, focused on HIT implementation and contained leadership insight given by various informants. In total, 16 studies were included. The roles of healthcare leaders were identified as supporter, change manager, advocate, project manager, manager, facilitator and champion. Identifying healthcare leaders' roles in HIT implementation may allow us to take a step closer to successful HIT implementation. Yet, it seems that healthcare leaders cannot fully realise these identified roles and their understanding of HIT needs enforcement. Also, healthcare leaders seem to need more support when actively participating in HIT implementation.

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Section: Introductionmentioning

confidence: 99%

Identifying the Roles of Healthcare Leaders in HIT Implementation: A Scoping Review of the Quantitative and Qualitative Evidence

Laukka

Huhtakangas

Heponiemi

et al. 2020

IJERPH

View full text Add to dashboard Cite

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“…Internal reliability was supported with a Cronbach's alpha coefficient of 0.95. 15 Yusif, Hafeez-Baig, and Soar (2017) [19] To examine e-health readiness assessment tools and formulate recommendations 63…”

Section: Mixed Qualitative Methods: Interviews and Focus Groupsmentioning

confidence: 99%

“…EHR as key factors in being ready to adopt, accept, use and being satisfied in using the implemented technology [18]. Yusif, Hafeez-Baig, and Soar identified six e-readiness themes: technological readiness, core/need/motivational readiness, acceptance and usage readiness, organizational readiness, IT skills/training/learning readiness, engagement readiness, and societal readiness [19].…”

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confidence: 99%

Electronic Health Records Implementation Readiness: An Integrative Review

Alsadi¹,

Saleh²

2019

OJN

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Purpose: The purpose of this review was to discuss the status of evidence related to the assessment of readiness of healthcare facilities for e-health initiatives implementation, specifically the common Electronic Health Record (EHR) systems. Methods: An integrative review approach was utilized. The databases of Google Scholar, Scopus, Science Direct, PubMed, Medline, CINAHL, Ovid, ProQuest, and EBSCO host were searched for related evidence published between 2000 and 2018. Results: Seventeen studies were included in the current review. In terms of methodological approach, the included studies were 7 correlational studies, 5 review papers, 4 qualitative papers, and one mixed methods study. At the current integrative review, the themes of complex healthcare change, and the main theme of e-health readiness assessment were identified. Conclusion: Assessing and reporting the levels of readiness for EHRs implementation are highly recommended as it has a high impact on the critically-needed adoption and usage of the implemented system. Selecting the right tool for the right audience to address readiness is essential in the assessment process which is recommended to be conducted early at the road map of the project implementation. Future research is recommended to address readiness for e-health initiatives at the different settings and different target populations including communities where the healthcare facilities functions and service receivers' readiness.

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“…Moreover, a good EHRS implementation plan should identify the structures already in the existing system (Ahmadian et al, 2014). Planners should consider important factors such as stakeholders' views and concerns, project values and goals, and EHRS end-user requirements (Yusif et al, 2017), as well as training courses and the cost of the EHRS project (Ghazisaeidi et al, 2014;Keshavjee et al, 2006) (see Figure 2.5.1). For better preparation in the planning phase, all project team members should be involved to ensure that their views and opinions are considered (Hartzler et al, 2013;Yusif et al, 2017).…”

Section: Project Planningmentioning

confidence: 99%

“…According to McAlearney et al (2013), findings from readiness assessments are very useful tools that assist policy-makers in making better decisions and determining the barriers to implementation. For better and wider readiness assessments, factors from different dimensions, such as organisational, technological and human factors, should be considered (Ajami et al, 2011;Gagnon et al, 2016;Yusif et al, 2017). While some research has suggested conducting an assessment of healthcare organisation readiness during the early "pre-implementation phase" stages of the project (Ghazisaeidi et al, 2014;Ross et al, 2016), others have recommended conducting a readiness assessment initially and even before the planning phase (see Figure 2.5.2) (Ajami et al, 2011).…”

Section: Healthcare Organisation Readiness and Workflow Analysismentioning

confidence: 99%

Implementing a Large-scale Electronic Health Record System in the Primary Healthcare Centres in Saudi Arabia

Alzghaibi¹

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There is worldwide demand for the implementation of electronic health systems and a transformation to electronic transactions in healthcare organisations. This move to ehealth transformation stems from the perceived positive impact that e-health systems have in improving the quality of healthcare and, in turn, reducing expenses. Despite this, more than half of previous Electronic Health Record System (EHRS) implementation projects have failed due to several barriers and challenges. There has been no previous research that has explored the implementation of an EHRS in Primary Healthcare Centres (PHCs). In addition, barriers and facilitators to the implementation of large-scale EHRS in PHCs are not well defined and there is little known about the impact of Financial Resources (FR) and Centralised Management (CM) on such implementation. Thus, this thesis aims to explore the large-scale implementation of EHRS in PHCs in Saudi Arabia (SA). To achieve this aim, a mixed-methods approach comprising both quantitative and qualitative methods was adopted. Data were collected via questionnaire-based studies and semistructured interviews. Three different populations were targeted: project team members, PHC staff, and EHRS end-users. Descriptive and inferential statistics were applied to the quantitative data, and thematic analysis was used to analyse the qualitative data. The findings revealed high PHCs readiness at the organisational and individual level when compared with the technological level. Both FR and CM were documented to have a positive impact on the implementation of a large scale EHRS. Several facilitators to the implementation of the EHRS were identified, including: strong leadership and appropriate management, PHC specifications, system usability, perceived usefulness and efficiency. The scale of the project, shortage in Health Informatics (HI) expertise, lack of training and support, geographic challenges, software selection and end-user involvement were identified as the main barriers to implementing a large-scale EHRS in the PHCs. No relationships were detected between individual demographic differences, such as age and gender, and level of readiness or satisfaction. Based on the Saudi experience, there may be some important transferable lesson for similar projects elsewhere. Large-scale EHRS projects need to adopt CM. In addition, due to shortage in HI expertise, policymakers may need to carry out some consultations to formulate good implementation plane. Largescale projects also need to be implemented by more than one vendor and include training and technical support to increase end-user satisfaction. Inadequate infrastructure, lack of interoperability, changing executives and lack of technical support were the main possible causes to the failure of large-scale EHRS projects. Implementation needs to ensure sufficient budget and time have been allocated to mitigate the challenges identified. III DECLARATION

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e-Health readiness assessment factors and measuring tools: A systematic review

Cited by 77 publications

References 43 publications

Identifying the Roles of Healthcare Leaders in HIT Implementation: A Scoping Review of the Quantitative and Qualitative Evidence

Identifying the Roles of Healthcare Leaders in HIT Implementation: A Scoping Review of the Quantitative and Qualitative Evidence

Electronic Health Records Implementation Readiness: An Integrative Review

Implementing a Large-scale Electronic Health Record System in the Primary Healthcare Centres in Saudi Arabia

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