 |
[email protected] |
 |
3275638434 |
 |
 |
| Paper Publishing WeChat |
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License
A Comparison of Integration Models for Professionals With Different Skills in Healthcare
Gianluca Lanza, Simone Fanelli
Full-Text PDF
XML 1121 Views
DOI:10.17265/1548-6591/2015.09.006
University of Parma, Parma, Italy; University of Ferrara, Ferrara, Italy University of Parma, Parma, Italy
|
Integration between hospital and territory has to be faced as a critical aspect in modern health systems. The evolving of health care demand in Western countries leads the debate on health care system to focus on how to meet the needs of chronic diseases. Creating gatekeeper models for admission to health care facilities presumes a high level of integration between a wide variety of professions that interact in patients’ therapy processes. This paper analyzes two models of integration of professionals with different skills: Clinical commissioning groups (CCGs) in United Kingdom health care system and Case della Salute (CdS) in Italian regional health care system of Emilia Romagna. The analysis of the two models highlights critical situations, strong points, and success critical factors in the two models. In particular, the analysis will highlight how the two systems faced the necessity to integrate the different category of professionals that, during the care process of a chronic patient, have to integrate in order to guarantee the continuity of the care process and the most effective response for the patient. This study highlights the methodologies used to share competences and knowledge on which the building of a system with high professional integration is based. |
knowledge management, Case della Salute (CdS), clinical commissioning groups (CCGs), primary care
Journal of US-China Public Administration, September 2015, Vol. 12, No. 9, 714-722
Beckman, T. (1997). A methodology for knowledge management. International Association of Science and Technology for Development AI and Soft Computing Conference, Banff, Alberta, Canada.
Bose, R. (2003). Knowledge management-enabled health care management systems: Capabilities, infrastructure, and decision-support. Expert System With Applications, 24(1), 59-71.
Botha, A., Kourie, D., & Snyman, R. (2008). Coping with continuous change in the business environment, knowledge management and knowledge management technology. Oxford: Chandos Publishing Ltd.
Bukowitz, W., & Williams, R. (1999). The knowledge management field book. London: Financial Times Prentice-Hall.
Cong, X., & Pandya, K. V. (2003). Issues of knowledge management in the public sector. Electronic Journal of Knowledge Management, 1(2), 25-33.
Davenport, T. H., & Prusak, L. (1998). Working knowledge: How organizations manage what they know. Harvard: Business Press.
Finger, M., & Brand, S. (1999). The concept of the learning organization applied to the transformation of the public sector: Conceptual contributions for theory development. In M. Easterby-Smith, L. Araujo, and J. Burgoyne, Organizational learning and the learning organization: Developments in theory and practice. London: Sage.
Frost, A. (2014). A synthesis of knowledge management failure factors. Retrieved from http://www.knowledge- management-tools.net
Gamble, P. R., & Blackwell, J. (2001). Knowledge management: A state of the art guide. London: Kogan Page Publishers.
Guptill, J. (2005). Knowledge management in health care. J Health Care Finance, 31(3), 10-14.
Hartley, J., & Benington, J. (2006). Copy and paste, or graft and transplant? Knowledge sharing through inter-organizational networks. Public Money & Management, 26(2), 101-108.
Liebowitz, J., & Chen, Y. (2003). Knowledge sharing proficiencies: The key to knowledge management. In C. W. Hosapple (Ed.), Handbook on knowledge management 1: Knowledge matter. Berlin: Springer-Verlag.
Meneguzzo, M., & Della Piana, B. (2002). Knowledge management and public administration. Reconcile the irreconcilable? Azienda Pubblica, 15(4), 489-512.
Pablo, A. L., Reay, T., Dewald, J. R., & Casebeer, A. L. (2007). Identifying, enabling and managing dynamic capabilities in the public sector. Journal of Management Studies, 44(5), 687-708.
Polanyi, M. (1966). The logic of tacit inference. Philosophy, 41(155), 1-18.
Robbins, S. P. (2003). Organizational behavior (10th ed.). Upper Saddle River, NJ: Prentice-Hall.
Senge, P. M. (1994). The fifth discipline: The art and practice of the learning organization. New York: Currency Doubleday.
Skyrme, D. J. (1998, January). Developing a knowledge strategy. Strategy, 18-19.
Wellman, J. L. (2009). Organizational learning. New York: Palgrave Macmillian.