Janita F.J. Vos

Implementing electronic health records in hospitals: a systematic literature review

BackgroundThe literature on implementing Electronic Health Records (EHR) in hospitals is very diverse. The objective of this study is to create an overview of the existing literature on EHR implementation in hospitals and to identify generally applicable findings and lessons for implementers.MethodsA systematic literature review of empirical research on EHR implementation was conducted. Databases used included Web of Knowledge, EBSCO, and Cochrane Library. Relevant references in the selected articles were also analyzed. Search terms included Electronic Health Record (and synonyms), implementation, and hospital (and synonyms). Articles had to meet the following requirements: (1) written in English, (2) full text available online, (3) based on primary empirical data, (4) focused on hospital-wide EHR implementation, and (5) satisfying established quality criteria.ResultsOf the 364 initially identified articles, this study analyzes the 21 articles that met the requirements. From these articles, 19 interventions were identified that are generally applicable and these were placed in a framework consisting of the following three interacting dimensions: (1) EHR context, (2) EHR content, and (3) EHR implementation process.ConclusionsAlthough EHR systems are anticipated as having positive effects on the performance of hospitals, their implementation is a complex undertaking. This systematic review reveals reasons for this complexity and presents a framework of 19 interventions that can help overcome typical problems in EHR implementation. This framework can function as a reference for implementers in developing effective EHR implementation strategies for hospitals.

Stakeholder identification in innovation projects: Going beyond classification

Purpose – The management of stakeholder involvement within innovation projects is a task of growing importance. The purpose of this paper is to present a method for the first challenge in stakeholder management: the identification of those stakeholders to be involved in innovation projects.Design/methodology/approach – Analysis of stakeholder literature leads to the conclusion that stakeholder identification is considered a problem of classification. Although the availability of a classification model is necessary, it is argued that for a classification model to be of use in identifying stakeholders, such a model needs to be supplemented with an identification procedure for identifying real world parties. Furthermore, a classification model should fit the context the stakeholders are identified for, in this case for innovation projects. These insights have led to the development of a classification model fitting the innovation context, and to the embedding of this model, along with a matching identificati...

How organisations can learn from complaints

Purpose – In the literature on complaint management the importance is acknowledged of learning from complaints. Still, the concept of organisational learning has not yet been embedded in the field of complaint management. Therefore, this paper aims to adjust a general model for organisational learning to the concept of complaint management in order to make it operational for this field.Design/methodology/approach – The notion of organisational learning in combination with complaint management is modelled as a system. This system enabled us to analyse the practices of handling and analysing complaints within six Dutch service organisations and to assess the potential of these organisations for organisational learning.Findings – The results of the paper categorise a variety of complaint management practices along two elements of organisational learning: triggers and modes of learning (i.e. informational learning or interactive learning).Research limitations/implications – Further research should include the...

Tension Awareness of Stakeholders in Large Technology Projects : A Duality Perspective

This article analyzes the tensions evolving from project management dilemmas and how they relate to stakeholders in large technology projects. The study addresses an organization-wide electronic health record implementation in a large hospital. It adopts a duality lens in exploring whether and how these tensions materialize through stakeholder voices. In contrast to traditional linear and unitarist thinking in project management, duality thinking may lead to project management practices that acknowledge, appreciate, and accommodate the tensions originating from dilemmas inherent in complex projects. We propose three stakeholder roles that can contribute to project managers’ tension awareness and inform duality management.

Bridging the transactional and relational view on management-stakeholder cooperation

Purpose – The purpose of this paper is to present a 2 × 2-perspective of management–stakeholder cooperation in organizational issues. The model encompasses the perspectives of both management and stakeholder and bridges the two dominant views in stakeholder thinking, namely, the transactional and the relational view. Design/methodology/approach – From a state-of-the-art elaboration of the stakeholder literature, this paper combines two separate perspectives on management–stakeholder cooperation. Findings – The bilateral perspective stresses that the ease of this collaboration not only depends on the willingness of management to pursue cooperation, but also on that of the stakeholder. The double-motive perspective signifies that both parties can be dominantly motivated by either individual, issue-based reasons (transactional motives) or by the desire to establish lasting relationships (relational motives). Originality/value – This paper presents a more elaborate picture of management–stakeholder cooperatio...