1 / 1

Research Question

How Do Policy-Makers Manage Knowledge? The Effects of Codified and Personalized Strategies on Health Board Decision-Making. Elizabeth Quinlan and Harley Dickinson. Research Question

jamese
Télécharger la présentation

Research Question

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. How Do Policy-Makers Manage Knowledge? The Effects of Codified and Personalized Strategies on Health Board Decision-Making. Elizabeth Quinlan and Harley Dickinson Research Question Hansen et al. (1999) recommend a 80/20 split of codified and personalized strategies for effective knowledge management. We ask: 1) What are the knowledge management practices of regional health board members? 2) Are their knowledge management practices effective? • Knowledge Management is….. • The capturing and application of tacit and explicit knowledge to achieve organizational goals. • In health care policy, organizational goals = policy decisions endorsed by clinicians and citizens. • There are two knowledge management (KM) strategies: • Codified: (person to document) • Personalized: (person to person). Model Results Hypothesized Model Codified KM Strategy (people to documents) Outcomes: support for policy decisions Board-level Support for Innovation Codified KM Strategy h1 h2 Outcomes: support for policy decisions 0.54 Board-level Support for Innovation 0.34 0.61 0.33 h3 Personalized KM Strategy (1) (2) h4 0.26 Job Satisfaction 0.06 Personalized KM Strategy (people to people) 0.27 Job Satisfaction h4 (3) h*) A personalized KM strategy is seen as socializing and un-related, or even opposed to, organizational innovation; h1) Organizational innovation encourages the use of a codified KM strategy; h2) A codified KM strategy improves policy decisions and health outcomes; h3) A personalized KM strategy directly improves outcomes; h4) A personalized KM strategy indirectly improves outcomes mediated by job satisfaction. • Conclusions • Both personalized (people <-> people) and codified (people <-> documents) KM strategies characterize knowledge transfer and utilization processes. • Contrary to the recommendations in the literature, effective knowledge management can be achieved through a 50/50 split of personalized and codified knowledge management strategies. • Future research needs to be done to determine if these KM practices are effective in other domains and if they are the optimal KM practices for regional health boards. • Data and Methods • Saskatchewan District Health Board Survey (HealNet, 1997) • Survey data collected from members of Saskatchewan’s 30 regional health boards. • N = 275. Response rate = 77%. • Structural equation modelling: • A multi-variate statistical technique which explores the underlying structures between variables. • We are guided by Hu and Bentler’s (1998) fit index thresholds: • SRMR < .08 and (CFI > 0.95 or RMSEA < 0.06).

More Related