An empirically based model for knowledge management in health care organizations.
BACKGROUND
Knowledge management (KM) encompasses strategies, processes, and practices that allow an organization to capture, share, store, access, and use knowledge. Ideal KM combines different sources of knowledge to support innovation and improve performance.


OBJECTIVE
Despite the importance of KM in health care organizations (HCOs), there has been very little empirical research to describe KM in this context. This study explores KM in HCOs, focusing on the status of current intraorganizational KM. The intention is to provide insight for future studies and model development for effective KM implementation in HCOs.


METHODS
A qualitative methods approach was used to create an empirically based model of KM in HCOs. Methods included (a) qualitative interviews (n = 24) with senior leadership to identify types of knowledge important in these roles plus current information-seeking behaviors/needs and (b) in-depth case study with leaders in new executive positions (n = 2). The data were collected from 10 HCOs. Our empirically based model for KM was assessed for face and content validity.


RESULTS
The findings highlight the paucity of formal KM in our sample HCOs. Organizational culture, leadership, and resources are instrumental in supporting KM processes. An executive's knowledge needs are extensive, but knowledge assets are often limited or difficult to acquire as much of the available information is not in a usable format. We propose an empirically based model for KM to highlight the importance of context (internal and external), and knowledge seeking, synthesis, sharing, and organization. Participants who reviewed the model supported its basic components and processes, and potential for incorporating KM into organizational processes.


CONCLUSIONS
Our results articulate ways to improve KM, increase organizational learning, and support evidence-informed decision-making.


CONCLUSIONS
This research has implications for how to better integrate evidence and knowledge into organizations while considering context and the role of organizational processes.
Shannon L. Sibbald, PhD, is Assistant Professor, Faculty of Health Sciences and Department of Family Medicine, Schulich School of Medicine and Dentistry, Western University, Ontario, Canada. E-mail: ssibbald@uwo.ca. C. Nadine Wathen, PhD, is Associate Professor, Faculty of Information & Media Studies, Western University, Ontario, Canada. E-mail: nwathen@uwo.ca. Anita Kothari, PhD, is Associate Professor, Faculty of Health Sciences, Western University, Ontario, Canada. E-mail: akothari@uwo.ca.
Shannon L
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Sibbald
C Nadine
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Wathen
Anita
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Kothari
D003695:Delivery of Health Care / Q000458:organization & administration*; D058016:Health Facility Administration; D007407:Interviews as Topic; D058436:Knowledge Management; D007857:Leadership; D017146:Models, Organizational; D015279:Organizational Culture; D009936:Organizational Innovation; D036301:Qualitative Research