Is there a role for an embedded knowledge specialist in an organisation like an Academic Health Science Network? A retrospect of a one year pilot

2021 ◽  
pp. 026638212110328
Author(s):  
Carol Giles ◽  
Alison Day
Keyword(s):  
Knowledge Management ◽  
Good Practice ◽  
Health Science ◽  
Management Service ◽  
Unique Contribution ◽  
Staff Time ◽  
Policy And Practice ◽  
Specialist Service ◽  
Academic Health ◽  
Embedded Knowledge

Health Education England advocates for the introduction of more embedded knowledge specialist roles within healthcare organisations to save healthcare staff time ensuring that evidence from research, examples of good practice and learning from staff know-how and organisational knowledge are used to inform policy and practice. In 2020, a pilot was established to explore how a knowledge specialist role could bring benefits to the specialist business of an Academic Health Science Network in the South West of England. Using the structure of a retrospective learning after technique, this paper explores the rationale for the pilot, considers what was actually achieved despite the COVID-19 pandemic and examines reasons for successes and disappointments. Four key lessons are gathered that can be applied by anyone introducing a new knowledge management or embedded knowledge specialist service. The study concludes by outlining the unique contribution that an embedded knowledge specialist brings to the team to produce a tailored knowledge management service that saves staff time, keeps staff informed and connected while evolving to meet the ever changing priorities of complex healthcare organisations.

scholarly journals Leading the spread and adoption of innovation at scale: an Academic Health Science Network’s perspective

BMJ Leader ◽  
2020 ◽  
pp. leader-2020-000252
Author(s):  
Andrew Walker ◽  
Catherine Dale ◽  
Natasha Curran ◽  
Annette Boaz ◽  
Michael V Hurley
Keyword(s):  
Complex Adaptive Systems ◽  
Adaptive Systems ◽  
Knowledge Exchange ◽  
Social Process ◽  
Health Science ◽  
Academic Health ◽  
Academic Networks ◽  
Adoption Of Innovation ◽  
Complex Adaptive ◽  
Operational Issues

BackgroundThere is virtually no limit to the number of innovations being developed, tested and piloted at any one time to improve the quality and safety of care. The perennial problem is spreading innovations that are proven to be effective on a smaller scale or under controlled conditions. Much of the literature on spread refers to the important role played by external agencies in supporting the spread of innovations.Academic Health Science Networks and the spread of innovationExternal agencies can provide additional capacity and capabilities to adopter organisations, such as technical expertise, resources and tools to assist with operational issues. In England, the National Health Service (NHS) established 15 Academic Health Science Networks (AHSNs) to help accelerate the spread and adoption of innovation in healthcare. However, formal clinical-academic networks (such as AHSNs) themselves will not deliver positive, tangible outcomes on the ground (ie, evidence-based innovations embedded at scale across a system). This begs the question of how do AHSNs practically go about achieving this change successfully? We provide an AHSN’s perspective on how we conceptualise and undertake our work in leading implementation of innovation at scale.An AHSN's perspectiveOur approach is a collaborative process of widening understanding of the innovation and its implementation. At its core, the implementation and spread of innovation into practice is a collective social process. Healthcare comprises complex adaptive systems, where contexts need to be negotiated for implementation to be successful. As AHSNs, we aim to lead this negotiation through facilitating knowledge exchange and production across the system to mobilise the resources and collective action necessary for achieving spread.

Conceptualising a New Knowledge Management Logic Model for Global Health: A Case-Study Approach

2015 ◽  
Vol 14 (02) ◽  
pp. 1550015 ◽  
Author(s):  
Saori Ohkubo ◽  
Sarah V. Harlan ◽  
Naheed Ahmed ◽  
Ruwaida M. Salem
Keyword(s):  
Knowledge Management ◽  
Global Health ◽  
Case Studies ◽  
Health Professionals ◽  
Health Workers ◽  
Logic Model ◽  
Unique Contribution ◽  
Program Outcomes ◽  
New Knowledge ◽  
Health Field

Over the past few decades, knowledge management (KM) has become well-established in many fields, particularly in business. Several KM models have been at the forefront of promoting KM in businesses and organisations. However, the applicability of these traditional KM models to the global health field is limited by their focus on KM processes and activities with few linkages to intended outcomes. This paper presents the new Knowledge Management for Global Health (KM4GH) Logic Model, a practical tool that helps global health professionals plan ways in which resources and specific KM activities can work together to achieve desired health program outcomes. We test the validity of this model through three case studies of global and field-level health initiatives: an SMS-based mobile phone network among community health workers (CHWs) and their supervisors in Malawi, a global electronic Toolkits platform that provides health professionals access to health information resources, and a netbook-based eHealth pilot among CHWs and their clients in Bangladesh. The case studies demonstrate the flexibility of the KM4GH Logic Model in designing various KM activities while defining a common set of metrics to measure their outcomes, providing global health organisations with a tool to select the most appropriate KM activities to meet specific knowledge needs of an audience. The three levels of outcomes depicted in the model, which are grounded in behavioural theory, show the progression in the behaviour change process, or in this case, the knowledge use process, from raising awareness of and using the new knowledge to contributing to better health systems and behaviours of the public, and ultimately to improving the health status of communities and individuals. The KM4GH Logic Model makes a unique contribution to the global health field by helping health professionals plan KM activities with the end goal in mind.

Enabling the success of academic health science centres in Australia: where is the leadership?

2014 ◽  
Vol 201 (11) ◽  
pp. 636-638 ◽  
Author(s):  
David E Theile ◽  
Ian A Scott ◽  
Jennifer H Martin ◽  
Areti Gavrilidis
Keyword(s):  
Health Science ◽  
Academic Health ◽  
Science Centres

scholarly journals Knowledge management according to organisational size: A South African perspective

2013 ◽  
Vol 15 (1) ◽  
Author(s):  
Cornelius Kruger ◽  
Roy D. Johnson
Keyword(s):  
South Africa ◽  
Knowledge Management ◽  
South African ◽  
Middle Management ◽  
Senior Management ◽  
Urban South ◽  
Embedded Knowledge ◽  
Personal Approach ◽  
African Perspective ◽  
Insight Into

Background:To date, few studies have focused on how embedded Knowledge Management (KM) is found in the roots of an organisation. Specifically, not much is known whether employees and managers hold similar perceptions regarding KM or if organisational size plays a role in the establishment of KM maturity.Objective: The objective of this article was to determine what role organisational size plays in the establishment of KM maturity and how different managerial levels viewed their organisations KM maturity.Method: The authors gained insight into KM maturity in different industry groupings over a five-year period from a large urban South African University engaged in numerous collaboration programmes with industry. In total, 434 employees were interviewed over three grouping levels (operational, middle and senior management).Results: The findings support arguments that irrespective of organisational size, knowledge orientated issues are applicable to all organisations. However, with significant differences in scores recorded over all maturity sections in South Africa, the findings indicated that different sized organisations address knowledge-orientated issues differently.Conclusion: Findings challenge the argument that the manner in which knowledge-orientated issues are addressed differ only slightly depending on organisational size. Smaller-sized organisations prefer a more personal approach, whilst larger-sized organisations prefer knowledge transfer via technology. Irrespective of organisational size, commitment holds the key to KM success. Commitment shown by middle management regarding KM is a differentiator.

scholarly journals Burnout among faculty physicians in an academic health science centre

2011 ◽  
Vol 16 (7) ◽  
pp. 409-413 ◽  
Author(s):  
James Gardner Wright ◽  
Nicole Khetani ◽  
Derek Stephens
Keyword(s):  
Health Science ◽  
Academic Health ◽  
Science Centre ◽  
Academic Health Science Centre

Financial Factors Affecting Price-to-Earnings Ratios in Canada

2021 ◽  
Vol 6 (2) ◽  
pp. 43-61
Author(s):  
Natalia Popa Antalovschi ◽  
Raymond A. K. Cox
Keyword(s):  
Financial Reporting ◽  
Stock Prices ◽  
Stock Exchange ◽  
Fiscal Year ◽  
Unique Contribution ◽  
Policy And Practice ◽  
Factors Affecting ◽  
Financial Factors ◽  
Natural Logarithm ◽  
Forward Price

Purpose: The purpose of this study is to ascertain which financial factors affect the price-to-earnings ratios of Canadian firms. Methodology: A sample of 578 Canadian firms, across 11 industries, listed on the Toronto Stock Exchange during 2011 to 2018 is examined. Stock prices and financial statements accounts data is collected from S & P Capital IQ. We compute 27 financial factors to use as independent variables to regress on the price-to-earnings ratio dependent variables employing the Statistical Package for Social Sciences (SPSS) utilizing the software program’s forced, forward, and backward selection methods. Robustness tests are conducted using alternative dates (after the fiscal year end) to discover which model of financial factors best explains the forward price-to-earnings ratio as well as other statistical methods such as analysis of variance. Results: We find a unique model for each of the 3 models based on the forward price-to-earnings ratio date. The financial factors that explain each of the dates after the end of the fiscal year (1 month, 2 months, and 3 months) are the 4 variables: net profit margin, return on investment, total asset turnover, and the natural logarithm of the total assets. For model 3 (1 month after fiscal year end), in addition to the previous 4 factors, the dividends per share is part of the regression equation. All 3 models have strong statistically significant results at an alpha level of one percent. Further, industry effects are deduced and presented. Unique contribution to theory, policy, and practice: The results are unique to a Canadian sample of firms post- International Financial Reporting Standards (IFRS) adoption. Companies can utilize the empirical findings to manage their financial performance to maximize their price-to-earnings ratio. A product of a firm’s higher price-to-earnings ratio is a lower cost of capital which expands the corporation’s investment opportunities. Investors can apply this research to develop investment strategies hinged on price-to-earnings ratios to augment investment returns.

England gets five academic health science centres to compete on global stage

BMJ ◽  
2009 ◽  
Vol 338 (mar11 1) ◽  
pp. b1005-b1005 ◽  
Author(s):  
Z. Kmietowicz
Keyword(s):  
Health Science ◽  
Academic Health ◽  
Science Centres
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