Never the twain shall meet? Knowledge strategies for digitalization in healthcare

Yu-qin, Zhao; Canales, J. Ignacio

doi:10.1016/j.techfore.2021.120923

Cited by 15 publications

(8 citation statements)

References 57 publications

(101 reference statements)

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“…At the same time, the lack of digital strategies in medical institutions has caused management challenges of the health care system, which are connected with the need for the dynamic introduction of digital tools during the crisis, changes in the system development strategies, the need for development of a dizhitalization plan, etc. (Gjellebaek et al, 2020;Zhao & Canales, 2021;Beaulieu & Bentahar, 2021;Odone et al, 2019). The rapid pace of technology implementation during the pandemic has also caused many problems related to medical personnel's training, changes in communication with patients, document management, financing.…”

Section: Literature Reviewmentioning

confidence: 99%

Management of medical institutions on context of provision medical and preventive care in COVID-19 condition

Okhabska

Budzyn

Rybchych

et al. 2022

ijhs

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The aim of the study management of medical institutions in the context of providing medical and preventive care in conditions of COVID-19 is an urgent research problem because it provides detection of management’s effective mechanism in times of crisis. It was to identify the management’s peculiarities of medical institutions in the context of providing medical and preventive care in conditions of COVID-19. The article uses a qualitative content analysis method, a method of comparison, and a method of analysis of countries’ cases in the context of rendering medical and preventive care in Ukraine, Spain, Italy, Germany, and the Czech Republic. The article identifies the main elements of the health system management mechanism during the pandemic, which includes coordinated work by stakeholders to ensure a coordinated response to the emergency. The mechanism includes the organizational, legal, and financial components of cooperation between agencies and ministries of national, regional level, involvement international organizations in the process of development of policy and tactics, management crisis’ strategies. Strategic documents of the national level are one of the main elements of the management’s system.

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Section: Literature Reviewmentioning

confidence: 99%

Management of medical institutions on context of provision medical and preventive care in COVID-19 condition

Okhabska

Budzyn

Rybchych

et al. 2022

ijhs

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“…The importance of the digital competencies of HCPs is recognized by all countries. The role of the combined team of HCPs and information technology engineers integrating their knowledge together through a “forced marriage” has been highlighted as important for reaching the common goal of digitalization [ 50 ]. HCPs should be helped to mitigate resistance [ 51 ] by programmes aimed at developing the ability to use digital technologies in public health [ 10 , 52 , 53 ].…”

Section: Discussionmentioning

confidence: 99%

Healthcare System Digital Transformation across Four European Countries: A Multiple-Case Study

Fonda,

Galazzi,

Chiappinotto

et al. 2023

Healthcare

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Digitization has become involved in every aspect of life, including the healthcare sector with its healthcare professionals (HCPs), citizens (patients and their families), and services. This complex process is supported by policies: however, to date, no policy analysis on healthcare digitalization has been conducted in European countries to identify the main goals of digital transformation and its practical implementation. This research aimed to describe and compare the digital health policies across four European countries; namely, their priorities, their implementation in practice, and the digital competencies expected by HCPs. A multiple-case study was performed. Participants were the members of the Digital EducationaL programme invoLVing hEalth profEssionals (DELIVER), a project funded by the European Union under the Erasmus+ programme, involving three countries (Denmark, Italy, and Slovenia) and one autonomous region (Catalonia—Spain). Data were collected using two approaches: (a) a written interview with open-ended questions involving the members of the DELIVER project as key informants; and (b) a policy-document analysis. Interviews were analysed using the textual narrative synthesis and the word cloud policy analysis was conducted according to the Ready, Extract, Analyse and Distil approach. Results showed that all countries had established recent policies at the national level to address the development of digital health and specific governmental bodies were addressing the implementation of the digital transformation with specific ramifications at the regional and local levels. The words “health” and “care” characterized the policy documents of Denmark and Italy (309 and 56 times, 114 and 24 times, respectively), while “development” and “digital” (497 and 478 times, respectively) were common in the Slovenia document. The most used words in the Catalonia policy document were “data” and “system” (570 and 523 times, respectively). The HCP competencies expected are not clearly delineated among countries, and there is no formal plan for their development at the undergraduate, postgraduate, and continuing educational levels. Mutual understanding and exchange of good practices between countries may facilitate the digitalization processes; moreover, concrete actions in the context of HCP migration across Europe for employment purposes, as well as in the context of citizens’ migration for healthcare-seeking purposes are needed to consider the differences emerged across the countries.

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“…The scientific literature discusses the managerial challenges of digitization of healthcare facilities, digitalization strategies for healthcare facilities, and digitization roadmaps with a focus on hospital facilities as a key element of the healthcare system, the benefits of digitization and the structure of healthcare digitization, the challenges, and potential of digitization (Gjellebaek et al, 2020;Zhao & Canales, 2021;Beaulieu & Bentahar, 2021;Odone et al, 2019). Glauner et al (2021), examine aspects of the use of artificial intelligence, healthcare programs, experimental approaches to digitalization, opportunities, risks of digitalization, and the potential to solve healthcare facility problems through IT solutions.…”

Section: Methodsmentioning

confidence: 99%

“…Scientific publications note the low level of digitalization of healthcare facilities and the high potential for technology adoption at various levels of management (Gjellebaek et al, 2020;Beaulieu & Bentahar, 2021). Among the main reasons for low technology penetration in eHealth is knowledge in the context of the need to develop technology skills and benefits (Zhao & Canales, 2021), staff training, and the need for stakeholder collaboration in integration (Gjellebaek et al, 2020). Collaboration involves the need to involve staff, patients in creating, developing digital solutions to understand users (their problems, needs, perceptions, etc.…”

Section: Methodsmentioning

confidence: 99%

Healthcare facilities management in digitalization context

Nataliia

Barzylovych

Zabolotna

et al. 2021

ijhs

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In 2020-2021, the digitalization of medical institutions and their management systems is one of them during the coronavirus pandemic. This research reveals that the healthcare system crisis due to the spread of the pandemic not only revealed weaknesses but was an engine for accelerating technological change even in the face of limited financial resources. In Germany, Italy and France the crisis provided: 1) the development of telemedicine and online tools (to assist departments of medical institutions and doctors, assess the health of patients, remotely provide recommendations for further action (doctor's appointment or testing), provide contact information for medical institutions), creating technologies for screening the spread of the virus in the country; 2) strengthening collaboration with international partner companies, non-profit organizations, and local healthcare departments to implement practical solutions to provide remote support based on telemedicine technologies needed by patients under the isolation; 3) the adoption of regulations for the development of digital infrastructure of hospitals in order to digitalize the organization of processes, documents and communication. The pandemic spread was the impetus for the introduction of technological solutions in other areas of medicine to meet the healthcare needs of diabetology, cardiology, oncology, neurology, and psychology.

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Never the twain shall meet? Knowledge strategies for digitalization in healthcare

Cited by 15 publications

References 57 publications

Management of medical institutions on context of provision medical and preventive care in COVID-19 condition

Management of medical institutions on context of provision medical and preventive care in COVID-19 condition

Healthcare System Digital Transformation across Four European Countries: A Multiple-Case Study

Healthcare facilities management in digitalization context

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