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Background: Continuous improvements of IT-performance in healthcare organisations require actionable performance indicators, regularly conducted, independent measurements and meaningful and scalable reference groups. Existing IT-benchmarking initiatives have focussed on the development of reliable and valid indicators, but less on the questions about how to implement an environment for conducting easily repeatable and scalable IT-benchmarks.
Objectives: This study aims at developing and trialling a procedure that meets the afore-mentioned requirements.
Methods: We chose a well established, regularly conducted (inter-) national IT-survey of healthcare organisations (IT-Report Healthcare) as the environment and offered the participants of the 2011 survey (CIOs of hospitals) to enter a benchmark. The 61 structural and functional performance indicators covered among others the implementation status and integration of IT-systems and functions, global user satisfaction and the resources of the IT-department. Healthcare organisations were grouped by size and ownership. The benchmark results were made available electronically and feedback on the use of these results was requested after several months.
Results: Fifty-ninehospitals participated in the benchmarking. Reference groups consisted of up to 141 members depending on the number of beds (size) and the ownership (public vs. private). A total of 122 charts showing single indicator frequency views were sent to each participant. The evaluation showed that 94.1% of the CIOs who participated in the evaluation considered this benchmarking beneficial and reported that they would enter again. Based on the feedback of the participants we developed two additional views that provide a more consolidated picture.
Conclusion: The results demonstrate that establishing an independent, easily repeatable and scalable IT-benchmarking procedure is possible and was deemed desirable. Based on these encouraging results a new benchmarking round which includes process indicators is currently conducted.
Detection and resolution of conflicting change operations in version management of process models
(2013)
Version management of process models requires that different versions of process models are integrated by applying change operations. Conflict detection between individually applied change operations and conflict resolution support are integral parts of version management. For conflict detection it is utterly important to compute a precise set of conflicts, since the minimization of the number of detected conflicts also reduces the overhead for merging different process model versions. As not every syntactic conflict leads to a conflict when taking into account model semantics, a computation of conflicts solely on the syntax leads to an unnecessary high number of conflicts. Moreover, even the set of precisely computed conflicts can be extensive and their resolution means a significant workload for a user. As a consequence, adequate support is required that guides a user through the resolution process and suggests possible resolution strategies for individual conflicts. In this paper, we introduce the notion of syntactic and semantic conflicts for change operations of process models. We provide a method how to efficiently compute conflicts precisely, using a term formalization of process models and consider the subsequent resolution of the detected conflicts based on different strategies. Using this approach, we can significantly reduce the number of overall conflicts and reduce the amount of work for the user when resolving conflicts.
Fairness and Team Efficiency
(2013)
This study applies to the perception of fairness during teamwork. Students were assigned to work groups by lot and were instructed to prepare a course presentation. Groups were given no guidelines relating to allocation of tasks, but each group was graded as a whole. Since a real grade was given in a non-simulated experiment, it was possible to determine team efficiency, work satisfaction, and perception of fairness via a subsequent study. Results show a strong influence of fairness on team efficiency.