Idea Group PublishingISBN 1-59140-591-2
Copyright © 2005 by Idea Group Inc. All rights reserved.
Book Description,
The key to the success of the clinical healthcare sector in the 21st century is to achieve an effective integration of technology with human-based clinical decision-making processes. By doing so, healthcare institutions are free to disseminate acquired knowledge in a manner that ensures its availability to other healthcare stakeholders for such areas as preventative and operative medical diagnosis and treatment. This is of paramount importance as healthcare and clinical management continues its growth as a global priority area. Knowledge Management (KM) as a discipline is said not to have a commonly accepted or de facto definition. However, some common ground has been established which covers the following points. KM is a multi-disciplinary paradigm (Gupta, Iyer & Aronson, 2000) that often uses technology to support the acquisition, generation, codification, and transfer of knowledge in the context of specific organisational processes.
Knowledge can either be tacit or explicit (explicit knowledge typically takes the form of company documents and is easily available, whilst tacit knowledge is subjective and cognitive).As tacit knowledge is often stored in the minds of healthcare professionals, the ultimate objective of KM is to transform tacit knowledge into explicit knowledge to allow effective dissemination. The definition of KM by Gupta, Iyer, & Aronson (2000) is one such description amongst many—whichever KM definition one accepts, one unmovable truth remains: healthcare KM has made a profound impact on the international medical scene.
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The key to the success of the clinical healthcare sector in the 21st century is to achieve an effective integration of technology with human-based clinical decision-making processes. By doing so, healthcare institutions are free to disseminate acquired knowledge in a manner that ensures its availability to other healthcare stakeholders for such areas as preventative and operative medical diagnosis and treatment. This is of paramount importance as healthcare and clinical management continues its growth as a global priority area. Knowledge Management (KM) as a discipline is said not to have a commonly accepted or de facto definition. However, some common ground has been established which covers the following points. KM is a multi-disciplinary paradigm (Gupta, Iyer & Aronson, 2000) that often uses technology to support the acquisition, generation, codification, and transfer of knowledge in the context of specific organisational processes.
Knowledge can either be tacit or explicit (explicit knowledge typically takes the form of company documents and is easily available, whilst tacit knowledge is subjective and cognitive).As tacit knowledge is often stored in the minds of healthcare professionals, the ultimate objective of KM is to transform tacit knowledge into explicit knowledge to allow effective dissemination. The definition of KM by Gupta, Iyer, & Aronson (2000) is one such description amongst many—whichever KM definition one accepts, one unmovable truth remains: healthcare KM has made a profound impact on the international medical scene.
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