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3 Journal of Medical Informatics & Technologies

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Designing a protocol to aid decision making in a billion dollar healthcare organisation: using collaborative research

Lane V., Avalon J., Hayward P., Snaith J.

Journal of Medical Informatics & Technologies

2010

Vol. 15

93--100

This paper describes a method to accomplish 'a pre-planned guided search of interesting and known knowledge and information sources for decision making in public health medicine', i.e. a search protocol. The protocol is based around a knowledge base of known information and knowledge sources. These sources have been useful in earlier public health studies. The database of sources is maintained and updated as a consequence of each new study on which the search protocol is used. The paper outlines how the protocol has been created, built and tested. The results of using the protocol on five different public health studies are presented and analysed.

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

Lane V., Snaith J.

Journal of Medical Informatics & Technologies

2008

Vol. 12

233--239

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.

Is knowledge management nonsense or the foundation of quality healthcare?

Lane V., Snaith J., Lane D.

Journal of Medical Informatics & Technologies

2006

Vol. 10

11--22

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.