Knowledge management-enabled health care management systems: capabilities, infrastructure, and decision-support

Bose, Ranjit

doi:10.1016/s0957-4174(02)00083-0

Cited by 211 publications

(128 citation statements)

References 36 publications

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“…This concept of knowledge management infrastructure is driven by the notion of IT infrastructure as a key in innovation technology (Bose, 2003). The findings of this study confirm the need for an effective knowledge infrastructure across public sectors in order to create a knowledgebased community to connect stakeholders, decision makers, IT vendors, users, project managers and organisational assets.…”

Section: Knowledge Infrastructuresupporting

confidence: 67%

Knowledge network modelling to support decision-making for strategic intervention in IT project-oriented change management

Alkhuraiji

Liu

Oderanti

et al. 2014

Journal of Decision Systems

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This paper focuses on knowledge management to enhance decision support systems for strategic intervention in IT project-oriented change management. It proposes a model of change management knowledge networks (CMKNM) to support decision by tackling three existing issues: insufficient knowledge traceability based on the relationships between knowledge elements and key factors; lack of procedural knowledge to provide adequate policies to guide changes; and lack of "lessons learned" documentation in knowledge-bases. A qualitative method was used to investigate issues surrounding knowledge mobilisation and knowledge networks. Empirical study was undertaken with industries to test the CMKNM. Results are presented from the empirical study on the key factors influencing knowledge mobilisation in IT project-oriented change management, knowledge networks and connections. The CMKNM model allows key knowledge mobilisation factors to be aligned with each other; it also defines the connections between knowledge networks allowing knowledge to be mobilised by tracing knowledge channels to support decision.

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Section: Knowledge Infrastructuresupporting

confidence: 67%

Knowledge network modelling to support decision-making for strategic intervention in IT project-oriented change management

Alkhuraiji

Liu

Oderanti

et al. 2014

Journal of Decision Systems

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“…Moreover, Yang et al [38] proved that knowledge management as key success factors have positive relationship with organizational performances. Knowledge management have a positive relationship with organizational effectiveness [24,25,26,27,39,40], and significant influence on new product development performance [41], and competitive advantage [42,43]. Based on previous concepts and indications from previous researches, we could propose Hypothesis 6.…”

Section: Underlying Conceptual Framework and Hypothesismentioning

confidence: 98%

“…Knowledge management determines organizational capability to be able to adapt in haste toward changes occurred in its strategic environment [25,26,27]. Knowledge management capacity has an ability to motivate and supports employee and organizational activity and therefore triggered organizational dynamic capability.…”

Section: Underlying Conceptual Framework and Hypothesismentioning

confidence: 99%

An Inquiry on the Effect of Knowledge Management and Strategic Leadership on Dynamic Capability, Entrepreneurship Strategy and Organizational Performance in the General Public Hospitals.

Najmi¹

2013

IOSR-JBM

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“…Human and organisational issues are important factors that need to be taken into account for the development and implementation of IS/IT, as has been emphasised in the literature (Yusof et al, 2008;Yusof et al, 2007;Kaplan & Shaw, 2004). Healthcare projects are a complex undertaking, which depend largely on the quality of existing information (Bose, 2003). Proper training is a major determinant for the success of the adoption of IS/IT by health professionals, and it has a great influence on the integration of technologies in clinical practice (Allen et al, 2000).…”

Section: The Healthcare Sectormentioning

confidence: 99%

Investments in information systems and technology in the healthcare: Project management mediation

Gomes

Rom�ão

2016

Journal of Information Systems Engineering & Management

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Healthcare organisations must improve their business practices and internal procedures in order to answer the increasing demand of health professionals and the general public for more and better information. Hospitals invest massively in information systems and technology (IS/IT) in the hope that these investments will improve healthcare and meet patients' demands. The main objective of our research is to study how organisational maturity, enhanced by investments in IS/IT, project management and best practices, leads to successful projects in public healthcare organisations. The rational of our model is that organisational maturity has a positive effect on IS/IT project success, and that this success is also positively enhanced by the use of project management practices. We emphasise that this combination of approaches can increase the effectiveness of projects. Furthermore, it can also improve the confidence that the results of investments will meet stakeholders' expectations. Keywordshealth information systems, IT healthcare, health IS/IT projects, project success, project management, maturity models.

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Knowledge management-enabled health care management systems: capabilities, infrastructure, and decision-support

Cited by 211 publications

References 36 publications

Knowledge network modelling to support decision-making for strategic intervention in IT project-oriented change management

Knowledge network modelling to support decision-making for strategic intervention in IT project-oriented change management

An Inquiry on the Effect of Knowledge Management and Strategic Leadership on Dynamic Capability, Entrepreneurship Strategy and Organizational Performance in the General Public Hospitals.

Investments in information systems and technology in the healthcare: Project management mediation

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