This paper makes a case for taking a systems view of knowledge management within health-care provision, concentrating on the emergency care process in the UK National Health Service. It draws upon research in two casestudy organizations (a hospital and an ambulance service). The case-study organizations appear to be approaching knowledge (and information) management in a somewhat fragmented way. They are trying to think more holistically, but (perhaps) because of the ways their organizations and their work are structured, they cannot ‘see’ the whole of the care process. The paper explores the complexity of knowledge management in emergency health care and draws the distinction for knowledge management between managing local and operational knowledge, and global and clinical knowledge.
Bibliographical noteThis is a post-peer-review, pre-copyedit version of an article published in Journal of the Operational Research Society. The definitive publisher-authenticated version 2. Edwards, John S.; Hall, Matthew J. and Shaw, Duncan A. (2005). Proposing a systems vision of knowledge management in emergency care. Journal of the Operational Research Society, 56 (2), pp. 180-192 is available online at: http://www.palgrave-journals.com/jors/journal/v56/n2/full/2601897a.html
- ambulance services
- knowledge management
- problem structuring methods