MOSAIC roadmap for mobile collaborative work related to health and wellbeing.

The objective of the MOSAIC project is to accelerate innovation in Mobile Worker Support Environments. For that purpose MOSAIC develops visions and illustrative scenarios for future collaborative workspaces involving mobile and location-aware working. Analysis of the scenarios is input to the process of road mapping with the purpose of developing strategies for R&D leading to deployment of innovative mobile work technologies and applications across different domains. One of the application domains where MOSAIC is active is health and wellbeing. This paper builds on another paper submitted to this same conference, which presents and discusses health care and wellbeing specific scenarios. The aim is to present an early form of a roadmap for validation

Assessment of organizational management capability and employee’ satisfaction at select maternity hospitals in Ulaanbaatar

Healthcare organizations are implementing quality management system by forming legal entity, by carrying out administrative structural changes and developing healthcare organization’s structure, set-up, functional standards, clinical guideline, rules and employee´ moral principles.  Introduction of accreditation system into healthcare organizations is becoming an accepted standard, however, healthcare paradigm shift outcome is insufficient.  In this connection, researchers, citizens and policy makers are speaking out that the quality of and access to healthcare service is getting worse than before. Management capability index presents management assessment by score, assesses outcome of organizational functions and makes it possible to measure management capability.  This study was performed at the Amgalan maternity hospital, Urguu maternity hospital and Khuree maternity hospital between July 2019 and September 2019     and   cross-sectional study method was used. The study involved 480 employees of above-mentioned hospitals.  We used 9 chapter and 90 criteria that were used in more than 30 Mongolian Public (i.e., Governmental) Organizations for capability assessment to determine management capability index of the maternity hospitals. Organization management capabilities, as an organizational goal and task, leadership skill in an organization, appropriate structure and set-up, organization’s incentive and motivation leverage schemes, organization’s relationship and collaboration, organizational behavior and culture, resource utilization, knowledge and innovation, organizational productivity, quality and performance were included in the questionnaire.  Organizations capability index was calculated with a score point of 1 to 5 for each question.  A total 480 employees, including 220 from the Urguu maternity Hospital, 125 from the Khuree maternity hospital and 135 from the Amgalan maternity hospital were included in this study. When responses to the question of management capability were according to duties and functions, not much difference was observed among the three hospitals, but when the responses were compared with that provided by doctors, nurses, obstetricians and other medical staff, a 1.8 percentage higher point was given by the administrative and service staff. Regression analysis showed strong relation between management capability assessment of doctors, nurses, obstetricians and other employee of the select hospitals (p<0.001 and R=0.89). Organizational management capabilities of Urguu and Khuree Maternity Hospitals, which  have not yet introduced quality management system, are different from the Amgalan maternity hospital’s organizational management capability (p=.000). Doctors, obstetricians, nurses and other employee’ assessed organizational management capability by 73.5 percent respectively. There is a positive correlation ship between organizational capability and employee satisfaction. Better and higher management capability of an organization results in higher employee satisfaction

Business schools inside the academy: What are the prospects for interdepartmental research collaboration?

Established literature about the role of business schools tends towards more parochial concerns, such as their need for a more pluralist and socially reflexive mode of knowledge production (Starkey and Tiratsoo 2007; Starkey et al 2009) or the failure of management’s professionalism project expressed through the business school movement (Khurana 2007). When casting their gaze otherwise, academic commentators examine business schools’ weakening links with management practice (Bennis and O’Toole 2005). Our theme makes a novel contribution to the business school literature through exploring prospects for research collaborations with other university departments. We draw upon the case of UK business schools, which are typically university-based (unlike some of their European counterparts), and provide illustrations relating to collaboration with medical schools to make our analytical points. We might expect that business schools and medical schools effectively collaborate given their similar vocational underpinnings, but at the same time, there are significant differences, such as differing paradigms of research and the extent to which the practice fields are professionalised. This means collaboration may prove challenging. In short, the case of collaboration between business schools and medical schools is likely to illuminate the challenges for business schools ‘reaching out’ to other university departments

The chaotic nature of healthcare information systems: The need for transdisciplinary collaboration

Copyright @ 2013 EMCIS.This paper demonstrates one of the challenges of the healthcare information systems development, namely the chaotic nature of healthcare systems. Although the reliable evidence demonstrating the positive effects of health information systems on safety and quality remains inconclusive (a growing body of research revealing the unintended consequences and potentially error producing effects of health information systems’ implementation. Different arguments from the literature concerning the chaotic nature of healthcare, including but not limited to the nature of patients and disease have been presented. The requirements of new ways of systems design and the need for transdisciplinary dynamic teams within the requirements engineering phase as a start has been discussed. These arguments have been investigated in the context of an exploratory case addressing one of the advanced oncology centres in the US. This paper concludes that there is an important need to rethink healthcare information systems development method, which has to be in a dynamic ongoing manner for some major issues

A case study of asthma care in school age children using nurse-coordinated multidisciplinary collaborative practices

Aim: To describe the role of school nursing in leading and coordinating a multidisciplinary networked system of support for children with asthma, and to analyze the strengths and challenges of undertaking and supporting multiagency interprofessional practice. Background: The growth of networked and interprofessional collaborations arises from the recognition that a number of the most pressing public health problems cannot be addressed by single-discipline or -agency interventions. This paper identifies the potential of school nursing to provide the vision and multiagency leadership required to coordinate multidisciplinary collaboration. Method: A mixed-method single-case study design using Yin’s approach, including focus groups, interviews, and analysis of policy documents and public health reports. Results: A model that explains the integrated population approach to managing school-age asthma is described; the role of the lead school nurse coordinator was seen as critical to the development and sustainability of the model. Conclusion: School nurses can provide strategic multidisciplinary leadership to address pressing public health issues. Health service managers and commissioners need to understand how to support clinicians working across multiagency boundaries and to identify how to develop leadership skills for collaborative interprofessional practice so that the capacity for nursing and other health care professionals to address public health issues does not rely on individual motivation. In England, this will be of particular importance to the commissioning of public health services by local authorities from 2015

An integrated framework to classify healthcare virtual communities

Healthcare (HC) strives to improve service quality through its cost-effective social computing strategy. However, sudden rise in the count of virtual community of practices (VCoPs) introduced many choices for physicians; As a result, it is not surprising to observe current literature reporting lack of study to investigate ideas integration within and between VCoPs. VCoPs need to be categorized for HC physicians so they will be able to pin-point effective a VC to attain assistance from. This paper is one of the first investigative studies, in HC sector, that proposed a framework to classify and pin-point appropriate VCoPs, for physicians, after it reviewed and analyzed traditional and up-to-date theoretical, empirical and case study literature in the area of social computing, knowledge management (KM) and VCoPs. The implementation of this framework pinpointed professional VCoPs as most appropriate for physicians based on strict requirements, i.e. closed physician communities holding many participants, which are older than 5 years with high boundary crossing. This framework is also a “one-size-fit-all” formula to build an organizational VCoP, utilizable by other business sectors

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Police Knowledge Exchange: Full Report 2018

[Executive Summary] This report was commissioned to explore the enablers and barriers to sharing within and between police forces and between police forces and partners, including the public. This was completed from an interdisciplinary review of international literature covering sharing, knowledge exchange, learning and organisational learning. The literature broke down into four main factors; who, why, what and how. An introduction to the literature is presented with ‘Who’ is sharing which considers both personal identity and different institutional issues. The ‘Why’ literature covers issues of cultural and community motivators and barriers. The ‘What’ segment reviews concepts of data, information and knowledge and related legislative issues. Finally, the ‘how’ section spans face to face sharing approaches to technologies that produce both enablers and barriers. A series of 42 in-depth interviews and focus groups were completed and combined with 47 survey responses . The aim of the interviews, focus groups and survey was to show perceptions and beliefs around knowledge sharing from a small sample across policing in order to complement the findings from the literature review. The survey was adapted from a standardised questionnaire (Biggs, 1987). The Biggs questionnaire focused on what motivated students to learn and how they approached their learning. Our adapted survey looked at what motivated police to share, and how they approached sharing. The responses showed a trend, across the police, towards a motivation for sharing to develop a deeper understanding of issues. However, the approaches and the strategies they used to share with others, which were primarily driven by achieving and surface approaches (to get promoted and get the job done). According to Biggs (1987) this could leave them discontented as they never progress to a deeper understanding of issues. Scaffolding sharing within the police through processes that are clearly defined, effective and valued could help to overcome these issues. Within the interviews and focus group findings a similar structured approach to sharing was adopted. Within the ‘who’ section some key aspects around personal relationships, reciprocity and reputation were identified. The ‘why’ the police share was one of the largest discussion points. Not only was there a deep motivation to solve key policing issues there was an approach of reciprocity. Police sharing was deeply motivated to support ‘good practice’ in the prevention and detection of crime. However, a sharing barrier was identified in the parity of value given to different types of knowledge for example between professional judgement and research evidence knowledge. Sharing was achieved when there were reciprocal benefits, in particular with personal networks or face to face sharing which was noted as ‘safe’. Again, this was inhibited by misunderstandings around the ‘risks’ of sharing, frequently attributed to data protection legislation; producing cautious reactions and as an avoidance tactic to save time and effort sharing. However, a divide was noted between technical users and those who avoided any online systems for sharing; often due to poorly designed systems and a lack of confidence in how to use systems. The police culture was identified as being risk-adverse, and competitive due to multiple factors, a lack of supported time to share, Her Majesty’s Inspectorate of Constabulary (HMIC) reviews and promotion criteria. The result was perceived to be a poor cultural ability to learn from mistakes and a likelihood to repeat errors. A set of strategic recommendations are given and include the use of a sharing authorised professional practice for HMIC reviews, sharing networks and training. A further set of operational recommendations are given such as; sharing impact cases for evidence based practice, data sharing officers and evaluating mechanisms for sharing. This full report is supported by the Police Knowledge Exchange Summary Report 2018 which gives an overview of the findings and recommendations