A Study of Distinctive Models for Pre-hospital EMS in Thailand: Knowledge Capture
In Thailand, the practice of pre-hospital Emergency
Medical Service (EMS) in each area reveals the different growth
rates and effectiveness of the practices. Those can be found as the
diverse quality and quantity. To shorten the learning curve prior to
speed-up the practices in other areas, story telling and lessons learnt
from the effective practices are valued as meaningful knowledge. To
this paper, it was to ascertain the factors, lessons learnt and best
practices that have impact as contributing to the success of prehospital
EMS system. Those were formulized as model prior to
speedup the practice in other areas. To develop the model, Malcolm
Baldrige National Quality Award (MBNQA), which is widely
recognized as a framework for organizational quality assessment and
improvement, was chosen as the discussion framework. Remarkably,
this study was based on the consideration of knowledge capture;
however it was not to complete the loop of knowledge activities.
Nevertheless, it was to highlight the recognition of knowledge
capture, which is the initiation of knowledge management.
[1] T. C. Foster, J.K. Johnson, E.C. Nelson and P.B. Batalden, "Using a
Malcolm Baldrige framework to understand high-performing clinical
Microsystems", QHC, 2007, Vol.16, pp. 334-341, Available:
http://qshc.bmj.com/cgi/content/full/16/5/334.
[2] O.C. Kobusingye, A.A. Hyder, D. Bishai, E.R. Hicks, C. Mock and M.
Joshipura, "Emergency medical systems in low-and middle-income
countries: recommendations for action", Bulletin of the World Health
Organization, August 2005, Vol.83, No.8, pp. 626-631.
[3] Prehospital trauma care systems. WHO Library Cataloguing-in-
Publication Data, 2005.
[4] S. Offsey, "Knowledge Management: Linking People to Knowledge for
Bottom Line Results", Journal of Knowledge Management, Vol.1, No.2,
1997, pp. 113-122.
[5] K.M. Wiig, "Knowledge Management: an Introduction and Perspective",
Journal of Knowledge Management, Vol.1, No.1, 1997, pp.6-14.
[6] F. M. Ferrari and J.C. Toledo, "Analyzing the knowledge management
through the product development process", Journal of Knowledge
Management, Vol.8, No.1, 2004, pp.117-129.
[7] G.D. Bhatt, "Knowledge Management in organizations: examining the
interaction between technologies, techniques, and people-, Journal of
Knowledge Management, Vol.15, No.1, 2001, pp.68-75.
[8] Y. Malhotra, "Knowledge Management & New Organization Forms: a
Framework for Business Model Innovation", Information Sources
Management Journal, Vol.13, No.1, 2000, pp.5-14.
[9] M. Demarest, "Understanding knowledge management", Journal of
Long Range Planning, Vol.30, No.3, 1997, pp. 374-384.
[10] R. Islam, "MBNQA criteria in education: assigning weights from a
Malaysian perspective and proposition for an alternative evaluation
scheme", International Transactions in Operational Research, Vol.14,
2007, pp.373-394.
[11] Malcolm Baldrige National Quality Award (MBNQA). Available: http://
elsmar.com/wiki/index/php/Malcolm_Baldrige_National_Quality_Awar
d_ (MBNQA)
[12] 2009-2010 Baldrige National Quality Program: Criteria for Performance
Excellence. Available: http://www.baldrige.nist.gov.
[1] T. C. Foster, J.K. Johnson, E.C. Nelson and P.B. Batalden, "Using a
Malcolm Baldrige framework to understand high-performing clinical
Microsystems", QHC, 2007, Vol.16, pp. 334-341, Available:
http://qshc.bmj.com/cgi/content/full/16/5/334.
[2] O.C. Kobusingye, A.A. Hyder, D. Bishai, E.R. Hicks, C. Mock and M.
Joshipura, "Emergency medical systems in low-and middle-income
countries: recommendations for action", Bulletin of the World Health
Organization, August 2005, Vol.83, No.8, pp. 626-631.
[3] Prehospital trauma care systems. WHO Library Cataloguing-in-
Publication Data, 2005.
[4] S. Offsey, "Knowledge Management: Linking People to Knowledge for
Bottom Line Results", Journal of Knowledge Management, Vol.1, No.2,
1997, pp. 113-122.
[5] K.M. Wiig, "Knowledge Management: an Introduction and Perspective",
Journal of Knowledge Management, Vol.1, No.1, 1997, pp.6-14.
[6] F. M. Ferrari and J.C. Toledo, "Analyzing the knowledge management
through the product development process", Journal of Knowledge
Management, Vol.8, No.1, 2004, pp.117-129.
[7] G.D. Bhatt, "Knowledge Management in organizations: examining the
interaction between technologies, techniques, and people-, Journal of
Knowledge Management, Vol.15, No.1, 2001, pp.68-75.
[8] Y. Malhotra, "Knowledge Management & New Organization Forms: a
Framework for Business Model Innovation", Information Sources
Management Journal, Vol.13, No.1, 2000, pp.5-14.
[9] M. Demarest, "Understanding knowledge management", Journal of
Long Range Planning, Vol.30, No.3, 1997, pp. 374-384.
[10] R. Islam, "MBNQA criteria in education: assigning weights from a
Malaysian perspective and proposition for an alternative evaluation
scheme", International Transactions in Operational Research, Vol.14,
2007, pp.373-394.
[11] Malcolm Baldrige National Quality Award (MBNQA). Available: http://
elsmar.com/wiki/index/php/Malcolm_Baldrige_National_Quality_Awar
d_ (MBNQA)
[12] 2009-2010 Baldrige National Quality Program: Criteria for Performance
Excellence. Available: http://www.baldrige.nist.gov.
@article{"International Journal of Business, Human and Social Sciences:54287", author = "R. Sinthavalai and N. Memongkol and N. Patthanaprechawong and J. Viriyanantavong and C. Choosuk", title = "A Study of Distinctive Models for Pre-hospital EMS in Thailand: Knowledge Capture", abstract = "In Thailand, the practice of pre-hospital Emergency
Medical Service (EMS) in each area reveals the different growth
rates and effectiveness of the practices. Those can be found as the
diverse quality and quantity. To shorten the learning curve prior to
speed-up the practices in other areas, story telling and lessons learnt
from the effective practices are valued as meaningful knowledge. To
this paper, it was to ascertain the factors, lessons learnt and best
practices that have impact as contributing to the success of prehospital
EMS system. Those were formulized as model prior to
speedup the practice in other areas. To develop the model, Malcolm
Baldrige National Quality Award (MBNQA), which is widely
recognized as a framework for organizational quality assessment and
improvement, was chosen as the discussion framework. Remarkably,
this study was based on the consideration of knowledge capture;
however it was not to complete the loop of knowledge activities.
Nevertheless, it was to highlight the recognition of knowledge
capture, which is the initiation of knowledge management.", keywords = "Emergency Medical Service, Modeling, MBNQA,
Thailand.", volume = "3", number = "7", pages = "1457-6", }