Knowledge management

Abstract

Knowledge management sounds superficially like yet another of those topical expressions describing something that has been developed outside medicine and is possibly ill-suited for application within the field, but offering an excuse for yet more change. However, one of the distinguishing features of every profession is that it applies a body of specialist knowledge and skills to a defined purpose. Knowledge in medicine is growing exponentially. In a recent survey of just 22 general practices, the practice guidelines identified weighed 28 kg (Hibble et al, 1998)! In psychiatry, about 5500 papers which potentially have clinical relevance are published annually. Keeping pace with knowledge as it grows is a major challenge for all clinicians. This is reflected in the National Health Service (NHS) information strategy, which identifies three specific needs of clinicians (NHS Executive, 1998). These are: •fast, reliable and accurate information about patients in their care;•access to knowledge to inform clinical practice;•access to information to underpin evaluation of clinical practice, planning and research, clinical governance and continuing professional development.

Models for Describing Knowledge Sharing Practices in the Healthcare Industry: Example of Experience Knowledge Sharing

“…Hospitals can encounter weak knowledge sharing process even by adopting appropriate knowledge sharing means due to the lack of organisational, cultural and technical support (Nicolini et al, 2008). Hospitals invest in ICTs to enable knowledge sharing, since they believe knowledge is crucial for their success (Sensky, 2002). However, if these means are not supported by technical support, knowledge sharing can be limited.…”

“…Knowledge sharing governance mechanisms are shown in Figure 3. It is highlighted that most of the knowledge sharing governance mechanisms in hospitals are not different from those identified in other industries (Sensky, 2002;Nicolini et al, 2008). Organisational context: Organisational context play a significant role in supporting knowledge sharing practices (Hislop, 2007).…”

“…First all necessary actors need to align their interest in participating in knowledge sharing process. To do this, they need to be supported and motivated by organisational and cultural issues to overcome their obstacles (Sensky, 2002). Take time for example.…”

“…Leadership support, time and resources, and human resource management are reported as the main factors of organisational context in the literature. Leaders set the example for others, they have a direct impact on the organisational culture and how the organisation approaches and deals with knowledge sharing practices (Sensky, 2002). It is also important that hospitals offer enough time and resources to allow staff to share their knowledge (Currie and Suhomlinova, 2006).…”

“…Furthermore, people are the core of creating organisational knowledge, because it is people who create and share knowledge. Therefore, it is critical to manage those who are willing to create and share knowledge (Sensky, 2002). …”