KIIPF - An Integrated Inter-Operable Knowledge Management Process Framework for Healthcare

2017 ◽  
Vol 19 (3) ◽  
pp. 24-41
Author(s):  
Mohamad Fauzan Noordin ◽  
Arfan Arshad ◽  
Roslina Othman
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Knowledge Creation ◽  
Management Process ◽  
Healthcare Industry ◽  
Healthcare Information Systems ◽  
Related Information ◽  
Process Framework ◽  
New Knowledge ◽  
And Storage

Being complex systematically, Knowledge Management (KM) has always been challenging in the healthcare industry (HCI) of developing countries like Pakistan due to gap in acquiring and implementing KM processes. Despite the fact that extensive data and related information is available, the Pakistani HCI has been facing a major challenge due to the absence of a sound and solid KM process framework. Hence, the existing healthcare information systems in Pakistan lack the ability to control and cater the diversified nature of new knowledge creation and innovation. Consequentially, it results in inefficient and ineffective organization of knowledge along with inability to properly utilize important resources that are used for decision making activities. In this study, the researchers present and suggest an integrated and inter-operable KM process framework that helps to streamline and integrate a KM process in a phased comportment that identifies, defines, analyzes, collects and manages knowledge along with its innovation, dissemination, sharing and storage in an appropriate way.

KIIPF - An Integrated Inter-Operable Knowledge Management Process Framework for Healthcare

2020 ◽  
pp. 150-168
Author(s):  
Mohamad Fauzan Noordin ◽  
Arfan Arshad ◽  
Roslina Othman
Keyword(s):  
Decision Making ◽  
Developing Countries ◽  
Knowledge Management ◽  
Management Process ◽  
Healthcare Industry ◽  
Extensive Data ◽  
Related Information ◽  
Process Framework ◽  
New Knowledge ◽  
And Storage

Being complex systematically, Knowledge Management (KM) has always been challenging in the healthcare industry (HCI) of developing countries like Pakistan due to gap in acquiring and implementing KM processes. Despite the fact that extensive data and related information is available, the Pakistani HCI has been facing a major challenge due to the absence of a sound and solid KM process framework. Hence, the existing healthcare information systems in Pakistan lack the ability to control and cater the diversified nature of new knowledge creation and innovation. Consequentially, it results in inefficient and ineffective organization of knowledge along with inability to properly utilize important resources that are used for decision making activities. In this study, the researchers present and suggest an integrated and inter-operable KM process framework that helps to streamline and integrate a KM process in a phased comportment that identifies, defines, analyzes, collects and manages knowledge along with its innovation, dissemination, sharing and storage in an appropriate way.

Knowledge Management: FROM THEORY TO PRACTICE

2012 ◽  
Vol 01 (11) ◽  
pp. 22-30
Author(s):  
Kamran Nazari ◽  
Mostafa Emami
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Critical Points ◽  
Organization Performance ◽  
Management Process ◽  
Dynamic Learning ◽  
Collective Wisdom ◽  
Theory To Practice ◽  
Wide Range ◽  
Peter Drucker

Knowledge management is a process that helps organizations to find important information, select, organize and publish them; and it’s a proficiency that will be necessary for actions like solving problems, dynamic learning, decision making. Knowledge management can improve a wide range of organization performance properties by enabling company to more intelligent performance, but it’s not enough alone; because knowledge management to be useful needs undertaking staff to organization and their job, that accept the knowledge management process with spirit and heart and perform it (Wiig, 1999:14).Knowledge management is the leveraging of collective wisdom to increase responsiveness and innovation. It is important that you discern from this definition three critical points. This definition implies that three criteria must be met before information can be considered knowledge. » Knowledge is connected. It exists in a collection (collective wisdom) of multiple experiences and perspectives Knowledge management is a catalyst. It is an action – leveraging. Knowledge is always relevant to environmental conditions, and stimulates action in response to these conditions. Information that does not precipitate action of some kind is not knowledge. In the words of Peter Drucker, ‘‘Knowledge for the most part exists only in application.’’ » Knowledge is applicable in un-encountered environments. Information becomes knowledge when it is used to address novel situations for which no direct precedent exists. Information that is merely ‘‘plugged in’’ to a previously encountered model is not knowledge and lacks innovation.

The Creation of a Context to Knowledge Management and Innovation

2018 ◽  
pp. 383-396
Author(s):  
Rodrigo Dos Santos Costa
Keyword(s):  
Knowledge Management ◽  
Data Analysis ◽  
Tacit Knowledge ◽  
Knowledge Creation ◽  
Central Axis ◽  
The Internet ◽  
Information Economy ◽  
Public Data ◽  
And Storage ◽  
The Web

In spite of a contemporary discussion about the management of knowledge and the deep use of technologies focused on architecture, organization and knowledge detection based on organization inner data analysis, as well as public data available on the internet, it is necessary a critic look above the organization knowledge creation processes even as the load of tacit knowledge there is in an organization. It is observed that the evolution of technologies, such as mobile computing, the web, besides the architecture of the computers and their ability of handling and storage data, has brought to the information economy or the age of knowledge, diverting focus on people, the central axis of organizational knowledge, and their ability to reason, infer, make decisions, and above them all the processes of knowledge creation focused on the collaborative solution of problems and generation of innovation based on the socialization of knowledge.

Managing Mobile Healthcare Knowledge

2011 ◽  
pp. 733-749
Author(s):  
Teppo Räisänen ◽  
Harri Oinas-Kukkonen ◽  
Katja Leiviskä ◽  
Matti Seppänen ◽  
Markku Kallio
Keyword(s):  
Knowledge Management ◽  
Information Systems ◽  
Knowledge Creation ◽  
Collective Intelligence ◽  
Knowledge Work ◽  
Mobile System ◽  
Healthcare Information ◽  
Healthcare Information Systems ◽  
Mobile Healthcare ◽  
Work Community

Incorporating healthcare information systems into clinical settings has been shown to reduce medication errors and improve the quality of work in general by improving medical decision making and by saving time. This chapter aims to demonstrate that mobile healthcare information system may also help physicians to communicate and collaborate as well as learn and share their experiences within their work community. Physicians’ usage of a mobile system is analyzed through a knowledge management framework known as the 7C model. The data was collected through the Internet among all of the 352 users of the mobile system. The results indicate that frequent use of the system seemed to improve individual physicians’ knowledge work as well as the collective intelligence of a work community. The guide for acute care, evidence-based medicine guidelines and information related to drug interactions supported the knowledge creation to a large extent. As such, mobile healthcare information systems may be capable of supporting the different sub-processes of knowledge creation and the knowledge work of individual physicians, and through this also improving the collective intelligence of the work community. Overall, knowledge management seems to be a prominent approach for studying healthcare information systems and their impact on the work of physicians.

Innovation and Driven Knowledge Management

2011 ◽  
pp. 392-427 ◽  
Author(s):  
Eng K. Chew ◽  
Petter Gottschalk
Keyword(s):  
Knowledge Management ◽  
Absorptive Capacity ◽  
Asset Management ◽  
Knowledge Creation ◽  
Explicit Knowledge ◽  
Idea Generation ◽  
External Knowledge ◽  
It Managers ◽  
New Knowledge ◽  
And Performance

As described in Chapter X, fundamental to the company’s innovation capabilities is the level of collaboration and knowledge management capabilities available to support the innovation process. The ability of an organization to identify, acquire, and utilize external knowledge, known as knowledge absorption, can be critical to the firm’s operational success (Adams, Bessant, & Phelps, 2006). A survey by Adams et al. (2006) shows that three areas of knowledge management are critical for innovation management: idea generation, knowledge repository (including the management of tacit and explicit knowledge), and information flows (including information gathering and networking). Further they note that several researchers have found that the firm’s ability to “absorb and put to use new knowledge,” known as knowledge “absorptive capacity,” has direct impact on the firm’s innovation and performance (Chen, 2004; Tsai, 2001). Popadiuk and Choo (2006) have further shown that innovation and knowledge creation are related. Innovation is a result of knowledge creation. Innovation is related to the firm’s ability to combine new knowledge with existing knowledge to create new knowledge that is unique to the firm. It is also related to the firm’s ability to diffuse knowledge throughout the organization so that the organization as a whole increases its absorptive capacity. Knowledge diffusion can be facilitated by IT infrastructure and knowledge management system. Knowledge management is aimed at leveraging internal and external knowledge to create value from the firm’s intangible assets. According to Metaxiotis and Psarras (2006), knowledge management contributes to value creation by enhancing: intellectual asset management, operational efficiency, customer and competitor intelligence, continuous improvement, organizational learning, innovation in products and services, and time to market. They report of findings from American Productivity and Quality Center that greater emphasis should be made by firms on “using knowledge management to become more efficient innovators.” To leverage knowledge management for business innovation, IT managers must first understand the basic principles, theories, and practices of knowledge management. Next, they must understand how knowledge management will contribute to innovation. This chapter aims to address both topics to help make IT managers become the IT innovators.

The Role of Internet of Things, Knowledge Management, and Open Innovation in SME Sustainability

2020 ◽  
pp. 295-303
Author(s):  
Muhammad Imran ◽  
Jawad Iqbal ◽  
Hassan Mujtaba Nawaz Saleem
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Internet Of Things ◽  
Open Innovation ◽  
Knowledge Generation ◽  
The Internet ◽  
Process Framework ◽  
The Relationship ◽  
The Internet Of Things

The main objective of the chapter is to discuss the relationship between internet of things and knowledge management; knowledge management and open innovation; open innovation and SMEs sustainability. The relationship between the constructs developed and discuss on the behalf of past studies. The present chapter found that Internet of Things is playing an important role in knowledge generation and management, further, knowledge management is very important for open innovation environment in SMEs. Moreover, the open innovation sustains the SMEs performance. In respect of implications, the owner / managers of SMEs should consider the Internet of Things, knowledge management, and open innovation capabilities during the decision making for SME sustainability. Moreover, this is a process framework which brings the effect of one variable to other variables. However, the future studies should empirically validate the proposed research framework.

Knowledge Management of Healthcare by Clinical-Pathways

2010 ◽  
Vol 09 (02) ◽  
pp. 119-125 ◽  
Author(s):  
Tomoyoshi Yamazaki ◽  
Katsuhiro Umemoto
Keyword(s):  
Knowledge Management ◽  
Theoretical Model ◽  
Case Studies ◽  
Knowledge Creation ◽  
Clinical Pathways ◽  
Medical Doctors ◽  
New Knowledge ◽  
Healthcare Process ◽  
Knowledge Intensive

Healthcare is a knowledge-intensive service provided by professionals, such as medical doctors, nurses, and pharmacists. Clinical-pathways are used by many healthcare organisations (HCOs) as a tool for performing the healthcare process, sharing and utilising knowledge from different professionals. In this paper, case studies were performed at two HCOs that use clinical-pathways actively in the healthcare process. Theoretical model construction, sharing, utilisation, and creation of the knowledge by different professionals, were tested by the case study of two HCOs which use clinical pathways actively. The theoretical model was a knowledge creation model which creates new knowledge continuously. In this theoretical model, clinical-pathways are suggested to be an effective tool for knowledge management in healthcare.

Implementing KM in an Information Technology Environment: A Practical Approach

2002 ◽  
Vol 01 (02) ◽  
pp. 187-196
Author(s):  
Jayakrishnan Balachandran ◽  
Schubert Foo
Keyword(s):  
Social Capital ◽  
Information Technology ◽  
Knowledge Management ◽  
Management Process ◽  
Knowledge Capture ◽  
Free Communication ◽  
Management Framework ◽  
International Bank ◽  
Knowledge Based ◽  
New Knowledge

The emergence of knowledge-based organisations has seen an emphasis shift in recognising people as the prime competitive asset and the push of management to nurture social capital within organisations. This supposedly produces an environment of openness, trust, and free communication, thereby leading to greater knowledge sharing among organisational members. A well-managed knowledge management process helps to create and sustain knowledge capture, sharing, and creation of new knowledge. This paper traces the development of a knowledge management framework in an information technology environment of an international bank, focussing on the process, derivation, and implementation of the framework and presents the important lessons learnt along the way.

KNOWLEDGE AS A FACTOR IN THE DEVELOPMENT OF MODERN ENTERPRISE

2011 ◽  
Vol 160 (2) ◽  
pp. 297-311
Author(s):  
Aldona DEREŃ ◽  
Andrzej KUDŁASZYK
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Management System ◽  
Dynamic Environment ◽  
Economic Agent ◽  
Knowledge Management System ◽  
Institutional Framework ◽  
Modern Enterprise ◽  
New Knowledge

Dynamic environment causes a contemporary business basis becomes knowledge that organizations not only should gather, but also specially use and create new knowledge. In work the essence and nature of knowledge, with an indication of its importance as an economic agent dynamic and conclusive. Suitable for putting knowledge underpins decision-making allowing the market to succeed. The growing demand for the knowledge and the interactions between the resource of knowledge and institutional framework confirms the need to implement and improve the knowledge management system in the enterprise.

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