Knowledge Sharing in the Health Sector in Jamaica: The Barriers and the Enablers

  • Gunjan Mansingh
  • Kweku-Muata Osei-Bryson
  • Han Reichgelt
Chapter
Part of the Integrated Series in Information Systems book series (ISIS, volume 35)

Abstract

In knowledge sharing forums actors access each other’s knowledge to assist in their own decision making process. However, in the absence of a formal knowledge management system, this knowledge may not be available for use/reuse. In this chapter we analyze different cases in the healthcare sector in order to identify the factors which either facilitate or impede knowledge flows while sharing knowledge. The barriers and enablers pertaining to knowledge access and retrieval and knowledge sharing are identified in the health sector. Furthermore, we theorize about the use and reuse of knowledge items and the issues related to accessing and retrieving them in knowledge-sharing forums. We examine the patterns of accessibility of a knowledge item in knowledge-sharing forums and their effect on perceived usability and perceived usefulness and relevance of the knowledge item.

Keywords

Knowledge flows Knowledge sharing Knowledge items Internal knowledge-transaction costs Healthcare sector 

Notes

Acknowledgment

Material in this chapter has appeared in “Issues in knowledge access, retrieval and sharing—Case studies in a Caribbean health sector,” Expert Systems with Applications, vol. 36, 2009.

References

  1. Adler, P. S., & Kwon, S. -W. (2002). Social capital: Prospects for a new concept. The Academy of Management Review, 27(1), 17–40.Google Scholar
  2. Alavi, M., & Leidner, D. E. (2001). Review: Knowledge management and knowledge management systems: Conceptual foundations and research issues [theoretical]. MIS Quarterly, 25(1), 107–135.CrossRefGoogle Scholar
  3. Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management Information Systems, 17, 99–120.Google Scholar
  4. Brandon, D. P., & Hollingshead, A. B. (2004). Transactive memory systems in organizations: Matching tasks, expertise, and people. Organization Science, 15(6), 633–644.CrossRefGoogle Scholar
  5. Chen, J. Q., Lee, T. E., Zhang, R., & Zhang, Y. J. (2003). Systems requirements for organizational learning. Communications of the ACM, 46(12), 71–78.CrossRefGoogle Scholar
  6. Dwivedi, A. N., Bali, R. K., & Naguib, R. N. (2003). Organization current knowledge design (OCKD): A knowledge management framework for healthcare institutions [empirical] (pp. 1236–1239). IEEE. Google Scholar
  7. Ein-Dor, P. (2006). Taxonomies of knowledge. In D. G. Schwartz (Ed.), Encyclopedia of knowledge management. Hershey, PA: IDEA Group.Google Scholar
  8. Elson, R. B., Faughnan, J. G., & Connelly, D. P. (1997). An industrial process view of information delivery to support clinical decision making: Implications for systems design and process measures. Journal of the American Medical Informatics Association, 4(4), 266–278.CrossRefGoogle Scholar
  9. Grant, R. M. (1996). Toward a knowledge-based theory of the firm. Strategic Management Journal, 17(Winter), 109–122.Google Scholar
  10. Joshi, K. D., Sarker, S., & Sarker, S. (2007). Knowledge transfer within information systems development teams: Examining the role of knowledge source attributes. Decision Support Systems, 43(2), 322–335.Google Scholar
  11. King, W. R. (2006). Knowledge sharing. In D. G. Schwartz (Ed.), Encyclopedia of knowledge management (pp. 493–498). Hershey, PA: Idea Group.Google Scholar
  12. Lindsey, K. L. (2006). Knowledge sharing barriers. In D. G. Schwartz (Ed.), Encyclopedia of knowledge management (pp. 499–506). Hershey, PA: Idea Group.Google Scholar
  13. Mohan, K., Jain, R., & Ramesh, B. (2006). Knowledge networking to support medical new product development [empirical]. Decision Support Systems. doi:  10.1016/j.dss.2006.02.005.
  14. Moreland, R. L. (1999). Transactive memory: Learning who knows what in work groups and organizations. In L. L. Thompson, J. M. Levin, & D. M. Messick (Eds.), Shared cognition in organizations: The management of knowledge (pp. 3–31). Mahwah, NJ: Lawrence Erlbaum Associates.Google Scholar
  15. Moteleb, A. A., & Woodman, M. (2007). Notions of knowledge management systems: A gap analysis. The Electronic Journal of Knowledge Management, 5(1), 55–62.Google Scholar
  16. Nahapiet, J., & Ghoshal, S. (1998). Social capital, intellectual capital and the organizational advantage. Academy of Management Review, 23(2), 242–266.Google Scholar
  17. Nevo, D., & Wand, Y. (2005). Organizational memory information systems: A transactive memory approach. Decision Support Systems, 39, 549–562.CrossRefGoogle Scholar
  18. Newman, B. (2002). Agents, artifacts, and transformations: The foundations of knowledge flows. In C. Holsapple (Ed.), The knowledge management handbook (Vol. 2). Berlin, Germany: Springer.Google Scholar
  19. Newman, B., & Conrad, K. W. (2000). A framework for characterizing knowledge management methods, practices, and technologies. Paper presented at the Third International Conference on Practical aspects of Knowledge Management (PAKM2000) 30–31 October, Basel, Switzerland.Google Scholar
  20. Nonaka, I. (1994). A dynamic theory of organizational knowledge creation [article]. Organization Science: A Journal of the Institute of Management Sciences, 5(1), 14–37.CrossRefGoogle Scholar
  21. Pieter, J. v. S. (1997). The American “colonization” of northwest European social psychology after World War II. Journal of the History of the Behavioral Sciences, 33(4), 349–363.Google Scholar
  22. Rao, L., & Osei-Bryson, K. M. (2007). Towards defining dimensions of knowledge systems quality. Expert Systems with Applications, 33(2), 368–378.CrossRefGoogle Scholar
  23. Richardson, W. C., Berwick, D. M., Bisgard, C., Bristow, G. R., Buck, C. R., Cassel, C. K., et al. (2001). Committee on quality of health care in America, Institute of Medicine. Crossing the quality chasm: a new health systems for the 21st century. Washington, DC: The National Academic Press.Google Scholar
  24. Sharma, S. K., Wickramasinghe, N., & Gupta, J. N. D. (2005). Knowledge management in healthcare. In N. Wickramasinghe, J. N. D. Gupta, & S. K. Sharma (Eds.), Creating knowledge-based healthcare organizations. Hershey, PA: IDEA Group.Google Scholar
  25. Shin, M. (2004). A framework for evaluating economics of knowledge management systems [article]. Information & Management, 42(1), 179–196.CrossRefGoogle Scholar
  26. Spender, J. C. (1996). Making knowledge the basis of a dynamic theory of the firm. Strategic Management Journal, 17(S2), 45–62.Google Scholar
  27. Staab, S., Schnurr, H.-P., Studer, R., & Sure, Y. (2001). Knowledge processes and ontologies. IEEE Intelligent Systems, 16(1), 26–34.CrossRefGoogle Scholar
  28. Wahle, A. E., & Groothuis, W. A. (2005). How to handle knowledge management in healthcare: A description of a model to deal with the current and ideal situation. In N. Wickramasinghe, J. N. D. Gupta, & S. K. Sharma (Eds.), Creating knowledge-based healthcare organizations. Hershey, PA: IDEA Group.Google Scholar
  29. Wegner, D. M. (1995). A computer network model of human transactive memory. Social Cognition, 13(3), 319–339.CrossRefGoogle Scholar
  30. Wiig, K., de Hoog, R., & van der Spek, R. (1997). Supporting knowledge management: A selection of methods and techniques. Expert Systems with Applications, 13, 15–27.CrossRefGoogle Scholar
  31. Yin, R. (2003). Case study research—Design and methods (Vol. 5). Thousand Oaks, CA: Sage.Google Scholar
  32. Zhuge, H. (2006). Knowledge flow network planning and simulation. Decision Support Systems, 42(2), 571–592.CrossRefGoogle Scholar

Copyright information

© Springer Science+Business Media New York 2014

Authors and Affiliations

  • Gunjan Mansingh
    • 1
  • Kweku-Muata Osei-Bryson
    • 2
  • Han Reichgelt
    • 3
  1. 1.Department of ComputingThe University of the West IndiesMona CampusJamaica
  2. 2.Department of Information SystemsVirginia Commonwealth UniversityRichmondUSA
  3. 3.School of Computing and Software EngineeringSouthern Polytechnic State UniversityMariettaUSA

Personalised recommendations