Knowledge management: a fad or serious instrument for sustaining and improving quality healthcare?

Victor Lane2
Estimated H-index: 2
James Snaith2
Estimated H-index: 2
This paper uses a number of knowledge management case studies to explain (1) the concepts of knowledge management and (2) how these apply to healthcare. Then, it examines how and where knowledge management initiatives might bring benefits in healthcare organisations. To present a more complete picture, the arguments of a number of critics of the knowledge management approach are considered. There have been many claims of the benefits that knowledge management (KM) can bring to the performance of healthcare organisations. Therefore, healthcare organisations are interested to know how KM can be used in a healthcare setting. This paper presents a number of KM case studies in healthcare organisations that have different functions and different KM needs. In contrast to these optimistic forecasts, some researchers have dismissed KM as a ‘fad’. In order to examine these criticisms, the paper presents an overview of the principles of KM. Knowledge management case studies, used alongside the KM principles provide a basis for examining these criticisms to decide if the KM claims are exaggerated or if KM is the foundation for providing quality healthcare.
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#1Victor Lane (LSBU: London South Bank University)H-Index: 2
#2James Snaith (LSBU: London South Bank University)H-Index: 2
Last. Daniel Lane (University of Southampton)H-Index: 1
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The e-phenomenon has evolved rapidly and e-health is an interesting and instructive area of the e-phenomenon to examine. The UK government is making significant investments in new e-health projects but the healthcare sector has historically been slow to adopt IT solutions. The analysis in this paper of National Health Service (NHS) Direct employs a case study research approach to explore the e-phenomenon. Theoretical models are applied to NHS Direct in order to understand the success of its conc...
This paper proposes a basic approach to ensuring that knowledge from research studies is translated for use in health services management with a view towards building a "learning organization". (A learning organization is one in which the environment is structured in such a way as to facilitate learning as well as the sharing of knowledge among members or employees.) This paper highlights various dimensions that determine the complexity of knowledge translation, using the problem-solving cycle a...
#1Jeffrey Pfeffer (Stanford University)H-Index: 104
#2Robert I. SuttonH-Index: 50
Executives routinely dose their organizations with strategic snake oil: discredited nostrums, partial remedies, or untested management miracle cures. In many cases, the facts about what works are out there - so why don't managers use them?
Knowledge networks or communities of practice (CoPs) were established in 1999 in some of priority thematic areas of the United Nations Development Programme (UNDP). They were originally set up to serve as a capacity-building mechanism for staff, as a bridge between headquarters and the field, to connect UNDP’s country offices and to promote South-South exchange. Knowledge networks subsequently became institutionalised as part of the UNDP business plan and have formed the basis of UNDP’s knowledg...
#1Francis Wilson (University of Salford)H-Index: 7
This paper examines the role that computer-based information systems can play in the communication and sharing of knowledge. It considers the actual and potential symbiosis of such systems with the concepts of knowledge management within an organizational environment. It identifies the objectivist philosophy of knowledge, which typically underpins the literature advocating computer-based knowledge management, and questions the foundational assumptions of this perspective in terms of the dichotom...
#1Graeme CurrieH-Index: 55
#2Máire Kerrin (University of Nottingham)H-Index: 14
Our paper examines issues of epistemology, power and culture with respect to their impact upon the use of information and communication technology (ICT) to manage knowledge within an organization. Utilizing an empirical case study of a global pharmaceutical company, in which the implementation of an intranet failed to meet aspirations of the Chief Executive that employees freely share knowledge, we encourage academics and practitioners to reflect more critically upon the limits to technology in ...
#1Atreyi Kankanhalli (NUS: National University of Singapore)H-Index: 48
#2Fransiska Tanudidjaja (Accenture)H-Index: 1
Last. Bernard C. Y. Tan (NUS: National University of Singapore)H-Index: 46
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Executives must confront the challenging task of deciding the type of IT to deploy in support of their knowledge management initiatives.
#1Michele TringaliH-Index: 2
#2Donato PollaH-Index: 1
Last. Sebastiano SuraciH-Index: 1
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A strategy for Knowledge Management (KM) implementation in a large hospital involved three areas: intranet/internet technologies for professional practice standardization and communication; multiprofessional group building for sharing and discovering of social perspectives; learning opportunities targeted to high quality information sources and information mastering methods. A cooperative prototyping approach assured high levels of user’s acceptance and involvement, and initial results are encou...
#1Sue Newell (Lond: University of London)H-Index: 70
#2Harry Scarbrough (Warw.: University of Warwick)H-Index: 49
Last. Robert D. Galliers (LSE: London School of Economics and Political Science)H-Index: 57
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A core prescription from the knowledge management movement is that the successful management of organizational knowledge will prevent farms from "reinventing the wheel." Information and Communication Technologies (ICTs) are seen as a key enabler of this process. Our findings challenge this logic. They suggest instead that knowledge is embedded within organizational processes and it is through the continual enactment of these processes that knowledge is created, renewed and transferred. Evidence ...
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#1Alexander Serenko (Lakehead University)H-Index: 42
#2John Dumay (Macquarie University)H-Index: 43
Purpose – The purpose of this study is to develop a list of citation classics published in knowledge management (KM) journals and to analyze the key attributes and characteristics of the selected articles to understand the development of the KM discipline. Design/methodology/approach – This study identifies 100 citation classics from seven KM-centric journals based on their citation impact reported by Google Scholar and analyzes their attributes. Findings – The KM discipline is at the pre-scienc...
Purpose – The purpose of this study is to conduct a meta-analysis of prior scientometric research of the knowledge management (KM) field. Design/methodology/approach – A total of 108 scientometric studies of the KM discipline were subjected to meta-analysis techniques. Findings – The overall volume of scientometric KM works has been growing, reaching up to ten publications per year by 2012, but their key findings are somewhat inconsistent. Most scientometric KM research is published in non-KM-ce...
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