Making Explicit the Implicit Knowledge Assets in Healthcare: The Case of Multidisciplinary Teams in Care and Cure Environments
Tóm tắt
Research in Australia and the United States offers evidence of sophisticated, implicit, knowledge assets in two diverse healthcare environments, care and cure. Two case studies representing these two distinct archetypal environments are presented (a palliative care organization in Australia and a spinal care unit in the United States); both are based around multidisciplinary service delivery and demonstrate the existence of implicit knowledge assets. Yet the full potential of these knowledge assets is not being realized. A Knowledge Management Infrastructure model is proffered as a way of making explicit the elements of these knowledge assets in both case studies. In addition, this model provides a systematic and robust approach to structuring the conceptualization of knowledge assets across a range of healthcare environments.
Tài liệu tham khảo
L. Applegate, R. Mason and D. Thorpe, Design of a management support system for hospital strategic planning, Journal of Medical Systems 10(1) (1986) 79–94.
R. Boland and R. Tenkasi, Perspective making perspective taking, Organization Science 6(35) (1995) 1–372.
R. Chandra, M. Knickrehm and A. Miller, Healthcare's IT mistake, The McKinsey Quarterly 5 (1995).
D.C. Croasdell, IT's role in organizational memory and learning, Information Systems Management 18(1) (2001) 8–11.
G. Davison, Managing knowledge on the run: The role of temporary communication infrastructures in managing knowledge in a complex, dynamic and innovative environment, in: Creating Knowledge Based Healthcare in Organisations, eds. N. Wickramasinghe, J.N.D. Gupta and S.K. Sharma (2003).
G. Davison, Organisational levers to enable innovation in palliative care, in: Proceedings of the 3rd Annual Hospital of the Future Conference, Warwick Business School, United Kingdom (2003).
G. Davison and P. Hyland, Palliative care teams and organisational capability, Team Performance Management Journal 8(3/4) (2002) 60–67.
G. Davison and T. Sloan, Palliative care teams and individual behaviours, Team Performance Management Journal 9(3) (2003) 69–77.
P. Drucker, Beyond the information revolution, The Atlantic Monthly (October 1999) 47–57.
J. Duffy, The KM technology infrastructure, Information Management Journal 34(2) (2000) 62–66.
J. Duffy, The tools and technologies needed for knowledge management, Information Management Journal 35(1) (2001) 64–67.
A.D. Ellinger, K.E. Watkins and R.P. Bostrom, Managers as facilitators of learning in learning organizations, Human Resource Development Quarterly 10(2) (1999) 105–125.
A. Enthoven, The history and principles of managed competition, Health Affairs (1993) 25–48.
A. Fadlalla and N. Wickramasinghe, Realizing knowledge assets in the medical sciences with data mining: An overview, in: Creating Knowledge-Based Healthcare Organizations, eds. N. Wickramasinghe, J.N.D. Gupta and S. Sharma (Idea Group Inc., 2004).
C. Hammond, The intelligent enterprise, InfoWorld 23(6) (2001) 45–46.
M.T. Hansen and B.V. Oetinger, Introducing T-shaped managers: Knowledge management's next generation, Harvard Business Review 79(3) (2001) 106–116.
W.J. Henkelman and P.M. Dalinis, A protocol for palliative care measures, Nursing Management 29(1) (1998) 40–46.
I.J. Higginson, Evidence based palliative care, British Medical Journal 319(7208) (1999) 462–463.
G.D. Holt, P.E.D. Love and H. Li, The learning organization: Toward a paradigm for mutually beneficial strategic construction alliances, International Journal of Project Management 18(6) (2000) 415–421.
A.R. Jassawalla and H.C. Sashittal, Building collaborative crossfunctional new product teams, Academy of Management Executive 13(3) (1999) 50–63.
M. Kearney, Palliative medicine-just another specialty? Palliative Medicine 6 (1992) 39–46.
M. Keaney, Are patients really consumers? International Journal of Social Economics 26(5) (1999) 695–707.
F. Kerlinger, Foundations of Behavioural Research (Reinhart & Winston, New York, 1986).
W. Knight, Managed Care: What It Is and How It Works (Aspen Publication, MD, 1998).
P. Kongstvedt, The Managed Healthcare Handbook (Aspen Publication, MD, 1997).
S. Kvale, Interviews an Introduction to Qualitative Research Interviewing (Sage, Thousand Oaks, CA, 1996).
M. Lewis, V. Pearson, S. Corcoran-Perry and S. Narayan, Decision making by elderly patients with cancer and their caregivers, Cancer Nursing 20(6) (1997) 389–397.
R. Maier and F. Lehner, Perspectives on knowledge management systems theoretical framework and design of an empirical study, in: Proceedings of 8th European Conference on Information Systems(ECIS) (2000).
Y. Malhotra, Knowledge management and new organizational form, in: Knowledge Management and Virtual Organizations, ed. Y. Malhotra (Idea Group Publishing, Hershey, 2000).
L. Markus, Towards a theory of knowledge reuse: Types of knowledge reuse situations and factors in reuse success, Journal of Management Information Systems 18(1) (2001) 57–93.
K. McDonald and J. Krauser, Toward the provision of effective palliative care in Ontario, in: Excerpts from OMA Colloquium on Care of the Dying Patient, ed. E. Latimer (1996).
H. Mintzberg, Mintzberg on Management (The Free Press, New York, 1989).
New SouthWales Health Council, Report of the NSW Health Council a Better Health System for New SouthWales, 03/2000, New South Wales Department of Health (2000).
New South Wales Health Department, A Framework for Managing the Quality of Health Services in New South Wales, State Health Publication, No: (HPA) 990024 (1999).
A. Pettigrew, Longitudinal field research on change: Theory and practice, paper presented at the National Science Foundation Conference on Longitudinal Research Methods in Organisations, Austin (1988).
S. Pierce, Allowing and assisting patients to die: The perspectives of oncology practitioners, Journal of Advanced Nursing 30(3) (1999) 616–622.
K. Rose, Palliative care: The nurse's role, Nursing Standard 10(11) (1995) 38–44.
K. Rose, How informal carers cope with terminal cancer, Nursing Standard 11(30) (1997) 39–42.
K. Rose, A qualitative analysis of the information needs of informal carers of terminally ill cancer patients, Journal of Clinical Nursing 8(1) (1999) 81–88.
S.K. Sharma and N. Wickramasinghe, A framework for building a learning organization in the 21st century, working paper (2002).
T.K. Srikantaiah, Knowledge Management for Information Professional, ASIS Monograph Series (Information Today, Inc., 2000).
K. Thorne and M. Smith, Competitive advantage in world class organizations, Management Accounting 78(3) (2000) 22–26.
N. Wickramasinghe, Do we practise what we preach: Are knowledge management systems in practice trully reflective of knowledge management systems? Business Process Management Journal 9(3) (2003) 295–316.
N. Wickramasinghe and G. Mills, Integrating e-commerce and knowledge management-What does the Kaiser experience really tell us? International Journal of Accounting Information Systems 3(2) (2001) 83–98.
N. Wickramasinghe and J.B. Silvers, IS/IT the prescription to enable medical group practices attain their goals, Health Care Management Science 6 (2003) 75–86.
L. Wolper, Healthcare Administration (Aspen Publication, MD, 1995).
R. Yin, Case Study Research: Design and Methods, 2nd Ed. (Sage Publications, Newbury Park, 1994).