Role of Social Knowledge Networking technology in facilitating meaningful use of Electronic Health Record medication reconciliation

Rangachari, Pavani

doi:10.5430/jha.v5n3p98

Cited by 5 publications

(9 citation statements)

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“…As discussed earlier, prospective studies on innovation implementation took exactly this approach. [48][49][50][51][52] They leveraged the PCS framework to design an intervention for enabling tacit knowledge exchange across subgroups of professionals, to facilitate collective learning, and practice change, ie, successful implementation of innovations at the unit level. Moreover, these studies were conducted in the form …”

Section: Relevance Of Management Research To Innovation Implementatiomentioning

confidence: 99%

“…[48][49][50][51][52] The CLB is a set of five evidence-based practices known to prevent Central Line Associated Bloodstream Infection (CLABSIs). The PCS framework suggests that top-down, periodic, and proactive communications may be effective for exchange of tacit knowledge exchange, learning, and practice change in HCOs.…”

Section: Lessons Learned On How Innovation Implementation Occurs (Promentioning

confidence: 99%

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Innovation implementation in the context of hospital QI: lessons learned and strategies for success

Rangachari¹

2018

IEH

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Abstract:In 1999, the Institute of Medicine (IOM) reported that 98,000 people die each year due to medical errors. In the following years, the focus on hospital quality was intensified nationally, with policymakers providing evidence-based practice guidelines for improving health care quality. However, these innovations (evidence-based guidelines) that were being produced at policy levels were not translating to clinical practice at the hospital organizational level easily, and stark variations continued to persist, in the quality of health care. Circa 2009, nearly a decade after the release of the IOM report, the health care organizational literature began referring to this challenge as "innovation implementation failure" in health care organizations (HCOs), ie, failure to implement an evidence-based practice that is new to a HCO. This stream of literature drew upon management research to explain why innovation implementation failure occurs in HCOs and what could be done to prevent it. This paper conducts an integrative review of the literature on "innovation implementation" in hospitals and health systems over the last decade, since the spotlight was cast on "innovation implementation failure" in HCOs. The review reveals that while some studies have retrospectively sought to identify the key drivers of innovation implementation, through surveys and interviews of practitioners (the "what"), other studies have prospectively sought to understand how innovation implementation occurs in hospitals and health systems (the "how"). Both make distinctive contributions to identifying strategies for success in innovation implementation. While retrospective studies have helped identify the key drivers of innovation implementation, prospective studies have shed light on how these drivers could be attained, thereby helping to develop context-sensitive management strategies for success. The literature has called for more prospective research on the implementation and sustainability of health care innovations. This paper summarizes the lessons learned from the literature, discusses the relevance of management research on innovation implementation in HCOs, and identifies future research avenues.

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Section: Relevance Of Management Research To Innovation Implementatiomentioning

confidence: 99%

Section: Lessons Learned On How Innovation Implementation Occurs (Promentioning

confidence: 99%

Innovation implementation in the context of hospital QI: lessons learned and strategies for success

Rangachari¹

2018

IEH

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“…For example, Rangachari et al used the Professional Complex Systems (PCS) Framework to conduct a 52-week intervention to promote successful implementation of the CLB in two intensive care units (ICUs) at an academic health center. [48][49][50][51][52] The CLB is a set of five evidence-based practices known to prevent Central Line Associated Bloodstream Infection (CLABSIs). The PCS framework suggests that top-down, periodic, and proactive communications may be effective for exchange of tacit knowledge exchange, learning, and practice change in HCOs.…”

Section: Lessons Learned On How Innovation Implementation Occurs (Promentioning

confidence: 99%

“…For example, the works by Rangachari et al have helped shed light on the communication structures that senior hospital leaders could establish to cultivate effective "change champions" and enable "innovation-values fit" at the unit level, to in turn facilitate a shared understanding across professional subgroups of new ways of doing things, to foster success with innovation implementation. [48][49][50][51][52] The concept of learn-how in the Tucker et al study can be likened to the concept of tacit knowledge discussed in the work by Rangachari et al 18,50 Tacit knowledge refers to practice-based knowledge or knowhow. A key tenet of complex systems theory is that organizational change requires organizational learning, which in turn involves the creation of collective tacit knowledge, the most strategically important type of organizational knowledge.…”

Section: Key Insights From Prospective Articles On Innovation Implemementioning

confidence: 99%

Section: Relevance Of Management Research To Innovation Implementatiomentioning

confidence: 99%

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Innovation Implementation in the Context of Hospital QI-Lessons Learned and Strategies for Success

Rangachari¹

2018

Proceedings

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In 1999, the Institute of Medicine (IOM) reported that 98,000 people die each year due to medical errors. In the following years, the focus on hospital quality was intensified nationally, with policymakers providing evidence-based practice guidelines for improving health care quality. However, these innovations (evidence-based guidelines) that were being produced at policy levels were not translating to clinical practice at the hospital organizational level easily, and stark variations continued to persist, in the quality of health care. Circa 2009, nearly a decade after the release of the IOM report, the health care organizational literature began referring to this challenge as "innovation implementation failure" in health care organizations (HCOs), ie, failure to implement an evidence-based practice that is new to a HCO. This stream of literature drew upon management research to explain why innovation implementation failure occurs in HCOs and what could be done to prevent it. This paper conducts an integrative review of the literature on "innovation implementation" in hospitals and health systems over the last decade, since the spotlight was cast on "innovation implementation failure" in HCOs. The review reveals that while some studies have retrospectively sought to identify the key drivers of innovation implementation, through surveys and interviews of practitioners (the "what"), other studies have prospectively sought to understand how innovation implementation occurs in hospitals and health systems (the "how"). Both make distinctive contributions to identifying strategies for success in innovation implementation. While retrospective studies have helped identify the key drivers of innovation implementation, prospective studies have shed light on how these drivers could be attained, thereby helping to develop context-sensitive management strategies for success. The literature has called for more prospective research on the implementation and sustainability of health care innovations. This paper summarizes the lessons learned from the literature, discusses the relevance of management research on innovation implementation in HCOs, and identifies future research avenues.

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A Mixed-Method Study of Practitioners' Perspectives on Issues Related to EHR Medication Reconciliation at a Health System

Rangachari

Dellsperger

Fallaw

et al. 2019

Quality Management in Health Care

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Serves as project co-investigator and contributed substantially to the development of the manuscript. 3.David Fallaw, MD: Serves as project co-investigator and provided analytic support for the manuscript. 4.Ian Davis, MD: Serves as project co-investigator and provided analytic support for the manuscript. 5.Michael Sumner, MD: Serves as project co-investigator and provided analytic support for the manuscript. 6.Walter Ray, CISSP: Serves as health IT/EHR expert for the project, and provided analytic support for the manuscript. 7.Shashana Fiedler, MPH: Serves as Graduate Research Assistant for the project and provided analytic support for the manuscript. 8.Tran Nguyen, MPH: Serves as Graduate Research Assistant for the project and provided analytic support for the manuscript. 9.R. Karl Rethemeyer, PhD: Serves as primary statistical consultant for the project and contributed substantially to the development of the manuscript.

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Role of Social Knowledge Networking technology in facilitating meaningful use of Electronic Health Record medication reconciliation

Cited by 5 publications

References 34 publications

Innovation implementation in the context of hospital QI: lessons learned and strategies for success

Innovation implementation in the context of hospital QI: lessons learned and strategies for success

Innovation Implementation in the Context of Hospital QI-Lessons Learned and Strategies for Success

A Mixed-Method Study of Practitioners' Perspectives on Issues Related to EHR Medication Reconciliation at a Health System

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