医院间知识共享:来自COVID-19期间基础设施问题案例研究的见解

C.-M. von Behr, Tim Minshall, John Clarkson
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引用次数: 0

摘要

本文提出了知识共享(KS)行为之间的遗产和设施管理(EFM)工作人员在英国国家卫生服务(NHS)的调查结果。在面对灾害、气候变化危害和持续的组织变化的影响时,EFM部门在确保安全提供医疗保健服务方面发挥着至关重要的作用。医院之间需要有效的KS来有效地管理这些不断变化的条件和新出现的挑战。虽然以前的研究主要集中在临床专业人员之间的循证临床知识传播,但很少有研究对EFM部门之间的KS过程进行调查。该研究利用了主要的案例研究数据,这些数据来自于对英格兰七家NHS医院的34名EFM专业人员进行的半结构化访谈。使用定性分析和人物角色技术,我们确定了管理级别中KS行为的变化,并探索了KS的相关障碍。研究结果显示,KS在战略层面的管理者中更为普遍,他们定期参与同行讨论,并专注于分享知识和最佳实践。相比之下,由于缺乏人际网络和时间限制,运营级经理在KS方面面临障碍。该研究还强调了NHS频繁的组织变化的影响,这导致了内部技术专业知识的缺乏和缓慢的中央协调。该研究的结论是,集中化的协调对于促进有效的KS是必要的,重点是组织同行协作,加强最佳实践和学术研究的集中化在线存储库,以及使用国家技能登记册。该研究扩展了目前的文献,通过确定在管理层面的KS行为的变化,并提供洞察KS在NHS EFM劳动力的障碍。研究结果对NHS管理人员和政策制定者寻求改善EFM劳动力中的KS有影响,特别是在解决运营级管理人员面临的障碍和集中协调以促进有效KS的需要方面。
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Inter-hospital knowledge sharing: Insights from case studies on infrastructure issues during COVID-19
This paper presents findings on knowledge sharing (KS) behaviours among Estates and Facilities Management (EFM) staff in the English National Health Service (NHS). EFM departments play a crucial role in ensuring the safe delivery of healthcare services while facing the impacts of disasters, climate change hazards, and continuous organisational change. Effective KS among hospitals is required to efficiently manage these constantly changing conditions and emerging challenges. While previous research has largely focused on evidence-based clinical knowledge dissemination among clinical professionals, scant research has been conducted to investigate KS processes among EFM departments. The research draws on primary case study data from semi-structured interviews with 34 EFM professionals conducted in seven NHS hospitals across England. Using qualitative analysis and the persona technique, we identify variations in KS behaviour among managerial levels and explore the associated barriers to KS. The findings reveal that KS is more prevalent among strategic-level managers, who engage in regular peer discussions and focus on the sharing of knowledge and best practices. In contrast, operational-level managers face barriers to KS due to a lack of personal networks and time constraints. The study also highlights the effects of frequent organisational changes in the NHS, which has resulted in a lack of technical in-house expertise and slow central coordination. The study concludes that a centralised coordination is necessary to facilitate effective KS, with a focus on the organisation of peer collaboration, enhancing the centralised online repository for best practice and academic research, and the use of a national skills register. The study extends the current literature by identifying variations in KS behaviour among managerial levels and providing insights into the barriers to KS in the NHS EFM workforce. The findings have implications for NHS managers and policymakers seeking to improve KS in the EFM workforce, particularly in addressing the barriers faced by operational-level managers and the need for a centralised coordination to facilitate effective KS.
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