Is knowledge management nonsense or the foundation of quality healthcare?

• Autorzy: Lane V. , Snaith J. , Lane D.
• Języki publikacji: EN

Abstrakty

EN

This paper explains the concepts of knowledge management and how these apply to healthcare. It then presents a number of knowledge management case studies in order to examine how and where knowledge management initiatives might bring benefits to healthcare organisations. In order to present a more complete picture of knowledge management, the arguments of a number of critics of the knowledge management approach are presented and analysed.

Słowa kluczowe

EN

knowledge management; organisational culture; behaviour; governance; evidence-based medicine; learning organisations

PL

zarządzanie wiedzą; kultura organizacji; zachowanie; rządzenie; medycyna oparta na dowodach; organizacje nauczania

• Wydawca: University of Silesia, Institute of Informatics, Computer Systems Department
• Czasopismo: Journal of Medical Informatics & Technologies
• Rocznik: 2006
• Tom: Vol. 10
• Strony: 11--22
• Opis fizyczny: Bibliogr. 27 poz., fig., tab.

Twórcy

autor

Lane V.

• Faculty of Business, Computing and Information Management, London, South Bank University, London, UK

autor

Snaith J.

autor

Lane D.

Bibliografia

• [1] ACKOFF, R. L. (1989) From data to wisdom. Journal of Applied Systems Analysis, 16, 3-9.
• [2] BELLER, S. (2001) The DIKUW model, New York, National Health Data Systems
• [3] BELLINGER, G., CASTRO, D. & MILLS, A. (2004) Data, information, knowledge, and wisdom - 4 Nov. 2004: http://www.systems-thinking.org/dikw/dikw.htm Accessed September 2006.
• [4] CHOO, C. W. (2006) The knowing organization: How organizations use information to construct meaning, create knowledge, and make decisions, Oxford, Oxford University Press.
• [5] CHUNHARAS, S. (2006) An interactive integrative approach to translating knowledge and building a 'learning organization' in health services management. Bulletin of World Health Organisation, 84, 652-657.
• [6] COWELL, R. (2006) Knowledge management - Essential not optional. Nursing Management, 13, 11-13.
• [7] CURRIE, G. & KERRIN, M. (2004) The limits of a technological fix to knowledge management: Epistemological, political and cultural issues in the case of intranet implementation. Management Learning, 35, 9-29.
• [8] DAVIES, H. T. O. & NUTLEY, S. M. (2000) Developing learning organisations in the new National Health Service. British Medical Journal, 320, 998-1001.
• [9] FIRESTONE, J. M. (2001) Key issues in knowledge management. Knowledge Management Consortium International - Knowledge Innovation, 1, April 15th, 8-38
• [10] GABBAY, J. & LE MAY, A. (2004) Evidence based guidelines or collectively constructed 'mindlines'? Ethnograhic study of knowledge management in primary care. BMJ, 329, 10130-1016.
• [11] HENDERSON, K. (2006) The knowledge sharing approach of the United Nations Development Programme. Nonprofit Online News Journal, February, 14-26.
• [12] KANKANHALLI, A., TANUDIDJAJA, F., SUTANTO, J. & TAN, B. C. Y. (2003) The role of IT in successful knowledge management initiatives: Communications of the ACM, 46, 69(5).
• [13] KEELING, C. & LAMBERT, S. (2000) Knowledge management in the NHS: positioning the healthcare librarian at the knowledge intersection. Health Libraries Review, 17, 136-143.
• [14] LESSER, E. L. & STORCK, J. (2001) Communities of practice and organisational performance. IBM Systems Journal, 40, 831-841.
• [15] MERSEY CARE NHS TRUST (2004) Knowledge management strategy: Liverpool: Mersey Care NHS Trust. Available at: http://www.library.nhs.uk/knowledgemanagement/ViewResource.aspx Last accessed: Sept. 2006
• [16] NAO (2003) Achieving improvements through clinical governance: A progress report on implementation by National Health Service Trusts, London, The Stationery Office.
• [17] NEWELL, S., HOLLOWAY, R., SCARBOROUGH, H., SWAN, J., ROBERTSON, M. & GALLIERS, R. (2002) The importance of process knowledge for cross project learning: Evidence from a UK hospital. IEEE Computer Society.
• [18] PFEFFER, J. & SUTTON, R. I. (2006) Evidence-based management. Harvard Business Review, January, 63-74.
• [19] PRUSAK, L. (2001) Where did knowledge management come from? IBM Systems Journal, 40, 1002-1007.
• [20] QUINTAS, P. (2002) Managing knowledge in a new century. In: LITTLE, S., QUINTAS, P. & RAY, T. (Eds.) Managing knowledge: An essential reader. London, Sage Publications.
• [21] RAMALINGAM, B. & AREVUO, M. (2004) Quest for knowledge in a Think-Tank - Overseas Development Institute experience, Knowledge Management Journal, 8, 1-6.
• [22] RUSS, M. & Jones, J.K. (2005) A Typology of knowledge management strategies for hospital preparedness. International Journal of Emergency Management, 2, 319-342
• [23] TRINGALI, M., POLLA, D. & SURACI, S. (2003) A clinically rooted approach to knowledge management in a large Italian Community Hospital. AMIA Annual Symposium Proceedings, 1034.
• [24] WENGER, E. (1998) Communities of practice: learning as a social system. The Systems Thinker, 9, 1-8.
• [25] WILSON, F. A. (2005) Computer-based information systems and knowledge management: Contrasting the objectivist and subjectivist perspectives. PACIS, Bangkok, Thailand.
• [26] WILSON, T. D. (2002) The nonsense of knowledge management. Information Research, 8, Paper No: 144
• [27] Available at http://InformationR.net/ir/8-1/paper144.html Last accessed September 2006