The Electronic Journal of Knowledge Management publishes original articles on topics relevant to studying, implementing, measuring and managing knowledge management and intellectual capital.

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Journal Article

Knowledge Translation in the Healthcare Sector. A Structured Literature Review  pp198-211

Francesca Dal Mas, Alexeis Garcia-Perez, Maria José Sousa, Renato Lopes da Costa, Lorenzo Cobianchi

© Jan 2020 Volume 18 Issue 3, Editor: Maria José Sousa, Renato Lopes da Costa and Francesca Dal Mas, pp198 - 235

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Abstract

Knowledge translation can be understood as the ability to translate concepts between different contexts by stakeholders who have different skills, aims, and even feelings in their relation to such concepts. Knowledge translation tools allow for the effective transfer of existing knowledge as well as the emergence of new knowledge of value to some or all of the stakeholders involved in the process. Knowledge translation is particularly challenging in healthcare and medicine, where different practitioners (e.g. physicians, biologists, engineers, researchers) and professionals need methodologies and tools to communicate and share knowledge among them and with patients in an effective manner. To better understand this phenomenon, we conducted a Structured Literature Review (SLR). The concepts knowledge, translation and either healthcare or medicine were used as search terms in the title, abstract or keywords on Scopus, which highlighted more than 2,000 contributions in the medical literature and only 22 in Business and Management. Our review of these documents revealed a need in the healthcare sector for better managerial and organisational practices to cope with the various challenges related to the sharing of knowledge among stakeholders. At the same time, the business and management communities appear to have made significant progress in addressing the same issues. We therefore decided to concentrate our analysis on the works published by the business and management community as a mean to highlight future research directions for the healthcare management sector. Thus, our research identifies areas of relevance which are currently underdeveloped, provides insights on both theoretical and empirical developments and offers a critique of the approaches, research frameworks and methods used, as well as emerging trends in these domains. Despite a lack of an agreed definition of the term Knowledge Translation, our findings highlight a growing interest in the topic, with most of the contributions published after 2015. Scholars have approached the term from a variety of perspectives depending on the nature of the stakeholders of relevance to their studies. Whilst there does not seem to be a predominant framework, the literature reveals several tools and techniques that are effective in enhancing Knowledge Translation in different contexts. New research opportunities in this domain emerge in terms of underinvestigated areas within the healthcare sector.

 

Keywords: Knowledge Translation, Healthcare, Knowledge Management, Knowledge Transfer, Medicine

 

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Journal Article

Governing Frameworks for Sharing Actionable Knowledge  pp127-138

David Johnson

© May 2013 Volume 11 Issue 2, Editor: Ken Grant, pp116 - 182

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Abstract

A fundamental necessity for the transfer of actionable knowledge is that it must occur within a context. This essay suggests that governing frameworks provide the medium within which it becomes possible to share actionable knowledge. To support this claim the notion of governing frames is first explicated. Frameworks provide the basic support structures for sharing knowledge within organizations through the development of an inextricable linkage between context and meaning often found in the underlying foundation for governance structures. Each of the classic governing frameworks discussed, formal, informal, markets, and professional, has different manifestations of key structural elements, relationships, elements, context, configurations, and temporal stability and thus different implications for sharing knowledge. The strengths and weakness of the various frameworks for understanding the sharing of knowledge in organizations are exemplified by focusing on two exemplar problems: information seeking and clinical and translational science. In conclusion, the concept of governing frameworks offers a new way of looking at the often intractable problem of sharing knowledge in our ever more complex organizations. A compelling focus of future research is how these frameworks are negotiated in an increasingly professionalized world where specialists must integrate their activities in interprofessional teams.

 

Keywords: organizational structure, governing frameworks, actionable knowledge, sharing, information seeking and clinical and translational science

 

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Journal Article

Knowledge Translation in Oncology. A Case Study  pp212-223

Francesca Dal Mas, Helena Biancuzzi, Maurizio Massaro, Amelia Barcellini, Lorenzo Cobianchi, Luca Miceli

© Jan 2020 Volume 18 Issue 3, Editor: Maria José Sousa, Renato Lopes da Costa and Francesca Dal Mas, pp198 - 235

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Abstract

Knowledge translation (KT) is the ability to make knowledge accessible to different stakeholders by translating it into various contexts. Translating knowledge is particularly crucial in the healthcare sector, which is currently under significant pressure due to technological innovation, increasing demand of services by an ageing population, budget reductions, and new organisational challenges posed by the latest events like the COVID‑19 pandemic. While the first definition of KT was focused on the translation of scientific research into clinical practice, other types of KT later emerged. In healthcare, while stakeholders have different skills and competencies (such as clinical scientists versus physicians or other healthcare professionals), others experience diverse emotional feelings (like the patients or their families). An effective KT allows the transfer, sharing, and creation of new knowledge, enhancing innovation and co‑production dynamics. The paper employs a case study by analysing the Breast Unit of the C.R.O. National Cancer Institue of Aviano, Italy, one of the most acknowledged hospitals and research centres in Europe in the field of cancer surgery and treatments. The paper aims at studying the knowledge translation dynamics and tools by analysing the various relationships with the internal as well as the external stakeholders of the Breast Unit. Internally, knowledge translation is needed to merge the competencies of highly skilled multidisciplinary teams, which include surgeons and physicians with various specialities, researchers, psychologists, nurses and other healthcare professionals. Externally, knowledge is translated to meet the needs of patients, patients' associations, sponsors, citizens, and policymakers. Results highlight how different techniques and dynamics allow KT to happen within internal as well as external groups. Contributing to the knowledge management and knowledge translation theories, our findings open up to practical as well as research implications.

 

Keywords: Translation, Healthcare, Stakeholders, Breast Cancer, Medicine

 

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