Journal of Healthcare Management - May/June 2013 - (Page 203)

H oS P I tal K nowledge M anageMent : a naly SIS practitioner. Human Resource Management Journal, 21(3), 221–235. Smaltz, D. H., Callander, R., Turner, M., Kennamer, G., Wurtz, H., Bowen, A., & Waldrum, M. R. (2005). Making sausage—effective management of enterprise-wide clinical IT of B aldr Ige a ward r ec IPIentS projects. Journal of Healthcare Information Management, 19(2), 48–55. White, K. R., & Griffith, J. R. (2010). The WellManaged Healthcare Organization, 7th ed. Chicago, IL: Health Administration Press. PRAC TITIONER A P P L I C AT I O N Sherry Mazer, FACHE, corporate regulatory officer, Temple University Health System, Philadelphia, Pennsylvania a pplying for the Malcolm Baldrige National Quality Award helps frame an organization’s approach to quality improvement and represents its commitment to providing high-quality care. The Baldrige journey involves a rigorously disciplined process, but one that can align the entire organization and move it to world-class status. The use of a knowledge management (KM) system is part of this framework and provides the tools necessary for healthcare organizations (HCOs) to achieve and sustain excellence. The Baldrige Award focuses on results, which are monitored over time through a performance improvement process. KM is an important component in the performance improvement methodology chosen by the HCO, whether it is Plan-DoCheck-Act or another process. The review conducted by the authors demonstrates the appropriateness of this approach. As one would expect, knowledge creation was cited by the HCOs studied more frequently than were the other three elements—knowledge application, knowledge storage and retrieval, and knowledge transfer. Identifying the priorities, benchmarking them against the literature and the field, and making sure they are appropriate for the organization’s needs should be the most time-consuming activity an organization undertakes during the Baldrige application process. In addition, a similar time commitment should be expected when operationalizing the results and communicating those results. The regulatory and accreditation requirements in healthcare require organizations to have many of the structures in place dictated by the Baldrige Criteria. As the Baldrige website states, responding to the Criteria helps an HCO to marshal its resources; identify strengths and opportunities for improvement; improve communication, productivity, and effectiveness; and achieve strategic goals. It requires organizations to measure and improve many areas, both clinical and administrative. Those HCOs that have undertaken the Baldrige journey, whether they won the award or not, have built structures and processes that engaged all levels of and all stakeholders in the organization. 203

Table of Contents for the Digital Edition of Journal of Healthcare Management - May/June 2013

Journal of Healthcare Management - May/June 2013
Contents
Interview with Thomas C. Dolan, PhD, FACHE, CAE, President and CEO, American College of Healthcare Executives
Equity in Care: Picking Up the Pace
How Might a Reforming U.S. Healthcare Marketplace Threaten Balance Sheet Liquidity for Community Health Systems?
Assessing the Productivity of Advanced Practice Providers Using a Time and Motion Study
A Positive Deviance Perspective on Hospital Knowledge Management: Analysis of Baldrige Award Recipients 2002–2008
How to Improve Breast Cancer Care Measurement and Reporting: Suggestions from a Complex Urban Hospital
The Fear Factor in Healthcare: Employee Information Sharing

Journal of Healthcare Management - May/June 2013