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The establishment of successful clinical information logistics (CIL) within the care processes is one of the main objectives of strategic health IT management in hospitals. While technical realisations in terms of useful, usable and interoperable IT solutions are essential precursors of CIL, there is limited empirical research on what socio-organisational factors underlie an innovation-friendly culture and how they can affect successful information provision. We applied factor analysis on survey data from 403 clinical directors from Germany, Austria and Switzerland and used the dimensions identified to explain the level of CIL with ordered logistic regression analysis. The intensity of collaboration and exchange with the IT department as well as the degree of executive IT leadership showed to be strongly associated with better CIL while personal views and attitudes of clinical directors were not. Analysing country differences revealed the degree of the exchange with the IT department to be significantly lower in German hospitals. This points at a potential strategic lever for German hospital executives to focus on.
The workflow-oriented dissemination of electronic patient data is a central goal of IT deployment in hospitals. Against this background, the present study examines two research questions: (1.) Are there differences in the availability of electronic patient data (AEPD) between different clinical workflows and data types and (2.) which structural and organizational factors determine AEPD? Based on a Germany wide hospital survey, AEPD was assessed along six clinical workflows. While AEPD was lowest for ward rounds, discharge showed the highest AEPD with pre- and post-surgery processes ranging in between. With regard to the data types analyzed, patient demographics and observation findings obtained the highest AEPD scores. Electrophysiological results, checklists and warnings were less common electronically and received lower AEPD scores. Multiple linear regression analysis resulted in a significant model that explained 34.4% of the variance of AEPD. Large hospitals and those with a professional information management, a high health IT related innovation culture and a nursing informatics officer possess higher AEPD scores and thus have better clinical information logistics mechanisms at their command.
Although user participation may facilitate the realisation of IT innovations, various literature analyses show only minimal to moderate evidence for such effects possibly due to disregard of mediating factors. Against this background, this study examines the extent to which joint intrapreneurship of clinical leaders and IT leaders as well as a distinct innovation culture mediate the effect of user participation on hospitals’ IT innovativeness. IT innovativeness was measured by the availability and usability of IT functions and by the perceived ‘innovative power’ of a hospital. An empirical model was developed and tested with data from 168 clinical leaders and IT leaders who participated pairwise in a survey representing 84 German hospitals. Three parallel mediation analyses indicated that the participation of users could only lead to IT innovativeness if they were accompanied by intrapreneurial leadership on the part of clinical directors and IT leaders and if a pronounced innovation culture prevailed.
Background: IT is getting an increasing importance in hospitals. In this
context, major IT decisions are often made by CEOs who are not necessarily IT
experts. Objectives: Therefore, this study aimed at a) exploring different types of IT
decision makers at CEO level, b) identifying hypotheses if trust exists between these
different types of CEOs and their CIOs and c) building hypotheses on potential
consequences regarding risk taking and innovation. Methods: To this end, 14
qualitative interviews with German hospital CEOs were conducted to explore the
research questions. Results: The study revealed three major types: IT savvy CEOs,
IT enthusiastic CEOs and IT indifferent CEOs. Depending on these types, their
relationship with the CIO varied in terms of trust and common language. In case of
IT indifferent CEOs, a potential vicious circle of lack of IT knowledge, missing trust,
low willingness to take risks and low innovation power could be identified.
Conclusion: In order to break of this circle, CEOs seem to need more IT knowledge
and / or greater trust in their CIO.