Table Of Content

(cid:16)(cid:17)(cid:18)(cid:19)(cid:20)(cid:21)(cid:22)(cid:23) (cid:24)(cid:22)(cid:25)(cid:26)(cid:27)(cid:18)(cid:28)(cid:23)(cid:18)(cid:29)(cid:11)(cid:19)(cid:30)(cid:18)(cid:28) (cid:14)(cid:18)(cid:19)(cid:27)(cid:20)(cid:31) (cid:19)(cid:17)(cid:18) (cid:8)(cid:17)(cid:23)(cid:19)(cid:22)(cid:21)!(cid:19)(cid:20)(cid:21)(cid:25)(cid:22)(cid:30) Nilmini Wickramasinghe Cleveland State University, USA Jatinder N.D. Gupta University of Alabama in Huntsville, USA Sushil K. Sharma Ball State University, USA (cid:1)(cid:2)(cid:3)(cid:4)(cid:5)(cid:6)(cid:7)(cid:8)(cid:9)(cid:10)(cid:5)(cid:10)(cid:9)(cid:11)(cid:12)(cid:1)(cid:13)(cid:14)(cid:1)(cid:15)(cid:6) Hershey • London (cid:127) Melbourne (cid:127) Singapore Acquisitions Editor: Mehdi Khosrow-Pour Senior Managing Editor: Jan Travers Managing Editor: Amanda Appicello Development Editor: Michele Rossi Copy Editor: Bernard J. Kieklak Jr. Typesetter: Jennifer Wetzel Cover Design: Lisa Tosheff Printed at: Yurchak Printing Inc. Published in the United States of America by Idea Group Publishing (an imprint of Idea Group Inc.) 701 E. Chocolate Avenue, Suite 200 Hershey PA 17033 Tel: 717-533-8845 Fax: 717-533-8661 E-mail: [email protected] Web site: http://www.idea-group.com and in the United Kingdom by Idea Group Publishing (an imprint of Idea Group Inc.) 3 Henrietta Street Covent Garden London WC2E 8LU Tel: 44 20 7240 0856 Fax: 44 20 7379 3313 Web site: http://www.eurospan.co.uk Copyright © 2005 by Idea Group Inc. All rights reserved. No part of this book may be repro- duced in any form or by any means, electronic or mechanical, including photocopying, without written permission from the publisher. Library of Congress Cataloging-in-Publication Data Creating knowledge-based healthcare organizations / Nilmini Wickramasinghe, editor, Jatinder N.D. Gupta, editor, Sushil K. Sharma, editor. p. ; cm. Includes bibliographical references and index. ISBN 1-59140-459-2 (hardcover) -- ISBN 1-59140-460-6 (pbk.) -- ISBN 1-59140-461-4 (ebook) 1. Health facilities--Administration. 2. Health services administration. 3. Evidence-based medicine. 4. Medical informatics. 5. Health facilities--Information services. [DNLM: 1. Health Facilities--organization & administration. 2. Medical Informatics-- organization & administration. 3. Evidence-Based Medicine. 4. Information Management-- organization & administration. 5. Telemedicine--organization & administration. WX 26.5 C912 2005] I. Wickramasinghe, Nilmini. II. Gupta, Jatinder N. D. III. Sharma, Sushil K. RA971.C765 2005 362.1'068--dc22 2004003759 British Cataloguing in Publication Data A Cataloguing in Publication record for this book is available from the British Library. All work contributed to this book is new, previously-unpublished material. The views expressed in this book are those of the authors, but not necessarily of the publisher. (cid:16)(cid:17)(cid:18)(cid:19)(cid:20)(cid:21)(cid:22)(cid:23) (cid:24)(cid:22)(cid:25)(cid:26)(cid:27)(cid:18)(cid:28)(cid:23)(cid:18)(cid:29)(cid:11)(cid:19)(cid:30)(cid:18)(cid:28) (cid:14)(cid:18)(cid:19)(cid:27)(cid:20)(cid:31) (cid:19)(cid:17)(cid:18) (cid:8)(cid:17)(cid:23)(cid:19)(cid:22)(cid:21)!(cid:19)(cid:20)(cid:21)(cid:25)(cid:22)(cid:30) "(cid:19)#(cid:27)(cid:18)(cid:5)(cid:25)$(cid:5)(cid:16)(cid:25)(cid:22)(cid:20)(cid:18)(cid:22)(cid:20)(cid:30) Foreword.......................................................................................................................vii Elie Geisler, Illinois Institute of Technology, USA Preface ..........................................................................................................................ix Nilmini Wickramasinghe, Cleveland State University, USA Jatinder N.D. Gupta, University of Alabama in Huntsville, USA Sushil K. Sharma, Ball State University, USA SECTION I: KNOWLEDGE MANAGEMENT IN THE HEALTHCARE INDUSTRY Chapter I. Knowledge Management in Healthcare .......................................................1 Sushil K. Sharma, Ball State University, USA Nilmini Wickramasinghe, Cleveland State University, USA Jatinder N.D. Gupta, University of Alabama in Huntsville, USA Chapter II. Knowledge Management in Hospitals...................................................... 14 Kevin C. Desouza, University of Illinois at Chicago, USA Chapter III. How to Handle Knowledge Management in Healthcare: A Description of a Model to Deal with the Current and Ideal Situation............................................. 29 A.E. Wahle, Cap Gemini Ernst & Young B.V., The Netherlands W.A. Groothuis, Cap Gemini Ernst & Young B.V., The Netherlands Chapter IV. How to Start or Improve a KM System in a Hospital or Healthcare Organization............................................................................................................... 44 A. H. Rubenstein, IASTA Inc., USA E. Geisler, Illinois Institute of Technology, USA SECTION II: APPROACHES, FRAMEWORKS AND TOOLS TO CREATE KNOWLEDGE-BASED HEALTHCARE ORGANIZATIONS Chapter V. Moving Toward an e-Hospital .................................................................. 50 Vidyaranya B. Gargeya, The University of North Carolina at Greensboro, USA Deborah I. Sorrell, High Point Regional Health System, USA Chapter VI. Applying Automatic Data Collection Tools for Real-Time Patient Management................................................................................................................ 65 Richard J. Puerzer, Hofstra University, USA Chapter VII. Data Mining and Knowledge Discovery in Healthcare Organizations: A Decision-Tree Approach.......................................................................................... 78 Murat Caner Testik, Cukurova University, Turkey George C. Runger, Arizona State University, USA Bradford Kirkman-Liff, Arizona State University, USA Edward A. Smith, University of Arizona and Translational Genomics Research Institute, USA Chapter VIII. Engineering Dependable Health Information Systems........................ 91 Khin Than Win, University of Wollongong, Australia Peter Croll, Queensland University of Technology, Australia Chapter IX. e-Health with Knowledge Management: The Areas of Tomorrow ....... 110 Sushil K. Sharma, Ball State University, USA Nilmini Wickramasinghe, Cleveland State University, USA Chapter X. Evidence-Based Medicine: A New Approach in the Practice of Medicine ....................................................................................................................125 Nilmini Wickramasinghe, Cleveland State University, USA Sushil K. Sharma, Ball State University, USA Harsha P. Reddy, Cleveland State University, USA Chapter XI. Moving to an Online Framework for Knowledge-Driven Healthcare.. 136 Bruce Shadbolt, Canberra Clinical School, Australia Rui Wang, National Health Sciences Centre, Australia Paul S. Craft, Canberra Hospital, Australia Chapter XII. Using the Malcolm Baldrige National Quality Award Criteria to Enable KM and Create a Systemic Organizational Perspective.................................150 Susan West Engelkemeyer, Babson College, USA Sharon Muret-Wagstaff, Children’s Hospital Boston, USA Chapter XIII. Realizing Knowledge Assets in the Medical Sciences with Data Mining: An Overview ..............................................................................................................164 Adam Fadlalla, Cleveland State University, USA Nilmini Wickramasinghe, Cleveland State University, USA SECTION III: KEY ISSUES AND CONCERNS OF VARIOUS KNOWLEDGE MANAGEMENT IMPLEMENTATIONS: EVIDENCE FROM PRACTICE Chapter XIV. Organizational Control Mode, Cognitive Activity & Performance Reliability: The Case of a National Hospital in Japan..............................................179 M. Saito, Waseda University, Japan T. Inoue, Waseda University, Japan H. Seki, Ryutsu Keizai University, Japan Chapter XV. Tele-Medicine: Building Knowledge-Based Tele-Health Capability in New Zealand ..............................................................................................................193 Nabeel A. Y. Al-Qirim, Auckland University of Technology, New Zealand Chapter XVI. Aligning Multiple Knowledge Perspectives in a Health Services System: A Case Study.............................................................................................................207 Tanya Castleman, Deakin University, Australia Paul Swatman, University of South Australia, Australia Danielle Fowler, University of Baltimore, USA Chapter XVII. Knowing How Intranets Enable Knowledge Work: An Exploratory Study in Public Health ..............................................................................................222 Martin Hughes, National University of Ireland, Galway, Ireland William Golden, National University of Ireland, Galway, Ireland Chapter XVIII. Knowledge Management in Indian Companies: Benchmarking the Pharmaceutical Industry...........................................................................................235 John Gammack, Griffith University, Australia Pranay Desai, Griffith University, Australia Kuldeep Sandhu, Griffith University, Australia Heidi Winklhofer, Griffith University, Australia Chapter XIX. “Do No Harm”: Can Healthcare Live Up to It?..................................254 Nat Natarajan, Tennessee Technological University, USA Amanda H. Hoffmeister, Cookeville Regional Medical Center, USA SECTION IV: MANAGING KNOWLEDGE AS AN ASSET IN HEALTHCARE ORGANIZATIONS Chapter XX. Temporary Communication Infrastructures for Dynamic KM in the Complex and Innovative Environment of Palliative Care...........................................270 Graydon Davison, University of Western Sydney, Australia Chapter XXI. Managing Healthcare Organizations through the Knowledge Productivity Measurement........................................................................................286 Jae-Hyeon Ahn, KAIST, Korea Suk-Gwon Chang, Hanyang University, Korea Chapter XXII. Knowledge Strategic Management in the Hospital Industry ...........304 Ana Karina Marimon da Cunha, University of Vale do Rio dos Sinos, Brazil Ely Laureano Paiva, University of Vale do Rio dos Sinos, Brazil Chapter XXIII. Secure Knowledge Management for Healthcare Organizations....321 Darren Mundy, University of Hull, UK David W. Chadwick, University of Salford, UK Chapter XXIV. Managing Knowledge to Improve Healthcare Quality in Banner Health........................................................................................................................337 Twila Burdick, Banner Health, USA John Hensing, Banner Health, USA Bradford Kirkman-Liff, Arizona State University, USA Pamela Nenaber, Banner Health, USA Howard Silverman, Banner Health, USA Maire Simington, Banner Health, USA About the Authors.....................................................................................................353 Index ........................................................................................................................365 vii %(cid:25)(cid:17)(cid:18)(cid:26)(cid:25)(cid:17)(cid:28) Elie Geisler, Illinois Institute of Technology, USA Healthcare organizations are experiencing a quiet revolution. Fueled by economic pressures and a reexamination of the principles of distribution of care, these organizations are also committing to the onslaught of technology. As latecomers, healthcare delivery institutions are faced with the adoption of the prevailing innovations in information technology. The impacts of the Internet and innovations in telecommunica- tions, computing, and the continuing influx of micro-devices are beginning to be felt in healthcare delivery. The brunt of these effects are found in the confluence of the technology itself with innovations in marketing, management, and the changing perspective of the healthcare consumer. There is a growing trend of increased awareness, empowerment, and changes in the attitudes of healthcare consumers regarding the delivery of healthcare services. The intersection of these forces of change is engendering a tre- mendous growth in knowledge flowing through the healthcare system. From the bedside to medical school, from the examining room and the medical encounter to the patient and the family’s role in the delivery of healthcare services, there are now many new facets to our knowledge about healthcare and its delivery. The medical profession is confronted with a dramatic rise in medical knowledge. Genetic research, new drugs, and an expanding field of research in areas such as bio- technology and biomedical engineering are creating a strong need to manage this ava- lanche of knowledge. Medical professionals and particularly medical students are now routinely armed with PDAs and other miniaturized information technology devices that allow them to access this vast array of knowledge. In healthcare delivery, as well as in so many other disciplines and professions, we now produce more knowledge in a day than in hundreds — perhaps thousands — of years of human history. Imagine if we were to produce more automobiles in one day than in the previous 100 years. Our highways and byways would be immediately clogged, and it would be a horrific task to sort out this traffic jam. A similar situation occurs in the growth of knowledge in the healthcare delivery arena. To sort out the jammed passages of the accumulation of a continuing production of knowledge in healthcare delivery organizations there is a crying need for knowledge viii management, capable of inserting some order into the increasingly confusing state of affairs. Since healthcare is notoriously slow in adopting such innovations, we are now beginning to see the initial forays of these organizations into the era of knowledge management systems. These are cautious “baby-steps” that the industry is taking, and there is presently very little systematic work that documents such a passage into a new age of managing knowledge. This book, edited by Professors Wickramasinghe, Gupta and Sharma is a true pioneering effort to open up the field of knowledge management to healthcare organizations and professionals. It’s a unique enterprise of the utmost importance. As we witness the transformation of patient care with the advent of wireless hospitals, medical staffs connected to the Internet, and the revolution in the structure and architecture of care and the bedside, it is a perplexing thought that knowledge management in this dynamic area has not yet been adequately studied. This book heralds a new era of the systematic examination of the principles and the practices of knowledge management. It captures the experiences in other, first-adopters industries, and offers potential schemes and methods to better introduce and adopt knowledge management systems in healthcare delivery organizations. In the final analysis, healthcare delivery is the manipulation of knowledge, and the management of organizations — including healthcare organizations — is the management of knowledge. We are now realizing that unless organizations are capable of effectively administering the knowledge they need to act and to survive, they are destined to failure. This book offers a thoughtful array of topics, ranging from the principles of knowledge management, e-health organizations, knowledge management infrastructure, and how to start and improve knowledge management systems. It’s an initial attempt to create awareness of the importance of knowledge management in healthcare delivery. It’s also the sounding of a call to other scholars to join in exploring the vital and rapidly growing area of knowledge management in healthcare delivery organizations. ix (cid:10)(cid:17)(cid:18)$(cid:19) (cid:18) Healthcare in the 21st Century is facing three very large forces of change; namely, an informed and empowered consumer, the need for e-health adaptability and a shift from focusing on primarily curing diseases to the prevention of diseases. In addition to having to contend with these forces, the cost of delivering quality healthcare is in- creasing exponentially. While no country spends more per capita than the U.S., most of the 29 countries of the Organization for Economic Cooperation and Development (OECD) have doubled their healthcare expenditures over the last 20 years. Hence, reducing this expenditure as well as offering effective and efficient quality healthcare treatment is becoming a priority globally. New business and technological advances have the potential not only to reduce these costs but also, and equally importantly, to make it possible to achieve high quality, high value and high accessibility to healthcare delivery systems. Thus, the adoption of such advances, specifically knowledge management strategies, processes, techniques and tools into the healthcare industry may not be a panacea for addressing all of today’s current healthcare challenges but is certainly an important component for any solution. The purpose of this book then, is to increase the awareness of the need for embracing knowledge management strategies, processes, techniques and tools through- out various areas of the healthcare sector as well as highlight the benefits such initia- tives will provide. The book is divided into four sections described here. BOOK LAYOUT Section I, Knowledge Management in the Healthcare Industry, includes four chapters. Chapter I (Sharma, Wickramasinghe and Gupta), Knowledge Management in Healthcare, describes the basics of knowledge management and how knowledge management concepts can be applied to the healthcare sector. The authors in their chapter also suggest various approaches that could be used for implementing knowledge management in healthcare organizations.