Family medicine practice performance and knowledge management

A. John Orzano · Claire R. McInerney · Alfred F. Tallia · Davida Scharf · Benjamin F. Crabtree

33 citations0/0 files storedHealth Care Management Review

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Knowledge Management and Sharing Innovation and Knowledge Management Knowledge Management and Technology

Abstract

BACKGROUND: Knowledge management (KM) is the process by which people in organizations find, share, and develop knowledge for action. KM affects performance by influencing work relationships to enhance learning and decision making. PURPOSE: To identify how family medicine practices exhibit KM. METHODOLOGY: A model and a template of KM concepts were derived from a comprehensive organizational literature review. Two higher and two lower performing family medicine practices were purposefully selected from existing comparative case studies based on prevention delivery rates and innovation. Interviews, fieldnotes of operations, and clinical encounters were coded independently using the template. Face-to-face discussions resolved coding differences. FINDINGS: All practices had processes and tools for finding, sharing, and developing knowledge; however, KM overall was limited despite implementation of expensive technologies like an electronic medical record. Where present, KM processes and tools were used by individuals but not integrated throughout the organization. Loss of information was prominent, and finding knowledge was underdeveloped. The use of technical tools and developing knowledge by reconfiguration and measurement were particularly limited. Socially related tools, such as face-to-face-communication for sharing and developing knowledge, were more developed. As in other organizations, tool use was tailored for specific outcomes and leveraged by other organizational capacities. PRACTICE IMPLICATIONS: Differences in KM occur within family practices and between family practices and other organizations and may have implications for improving practice performance. Understanding interaction patterns of work relationships and KM may explain why costly technical or externally imposed "one size fits all" practice organizational interventions have had mixed results and limited sustainability.

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References

1999An Organizational Learning Framework: From Intuition to Institution 1999Bridging Epistemologies: The Generative Dance Between Organizational Knowledge and Organizational Knowing 2003Speaking Up in the Operating Room: How Team Leaders Promote Learning in Interdisciplinary Action Teams 1999Managing Codified Knowledge 2006Balancing Act: How to Capture Knowledge without Killing It 2002Knowledge management and the dynamic nature of knowledge 2000Integrating complexity theory, knowledge management and organizational learning 2002Knowledge management: Hype, hope, or help?

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2018Knowledge management and total quality management: foundations, intellectual structures, insights regarding evolution of the literature 2018Information and Knowledge Processes in Health Care Value Co-Creation and Co-Destruction 2018Enablers Supporting the Implementation of Knowledge Management in the Healthcare of Pakistan 2020Understanding knowledge sharing through the working practices 2015Knowledge management model

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