Medical Knowledge Management in Healthcare Industry
The Siemens Healthcare Sector is one of the world's
largest suppliers to the healthcare industry and a trendsetter in
medical imaging and therapy, laboratory diagnostics, medical
information technology, and hearing aids.
Siemens offers its customers products and solutions for the entire
range of patient care from a single source – from prevention and
early detection to diagnosis, and on to treatment and aftercare. By
optimizing clinical workflows for the most common diseases,
Siemens also makes healthcare faster, better, and more cost effective.
The optimization of clinical workflows requires a
multidisciplinary focus and a collaborative approach of e.g. medical
advisors, researchers and scientists as well as healthcare economists.
This new form of collaboration brings together experts with deep
technical experience, physicians with specialized medical knowledge
as well as people with comprehensive knowledge about health
economics.
As Charles Darwin is often quoted as saying, “It is neither the
strongest of the species that survive, nor the most intelligent, but the
one most responsive to change," We believe that those who can
successfully manage this change will emerge as winners, with
valuable competitive advantage.
Current medical information and knowledge are some of the core
assets in the healthcare industry. The main issue is to connect
knowledge holders and knowledge recipients from various
disciplines efficiently in order to spread and distribute knowledge.
[1] N. Wickramasinghe, E. Geisler, "Epistemetrics: Conceptial Domain and
Applications of Knowledge Management (KM) in Health Care."
PICMET '07. Portland International Conference on Management of
Engineering & Technology 2007, pp. 1056-1061.
[2] N. Wickramasinghe, "Building a Learning Healthcare Organization by
Fostering Organizational Learning through a Process Centric View of
Knowledge Management." International Journal of Innovation and
Learning, Vol.5, No 2/2008, pp. 201-216.
[3] K. Metaxiotis, "Healthcare Knowledge Management. " Encyclopedia of
Knowledge Management, 2006, pp.204-210.
[4] R. Bose, "Knowledge management-enabled health care management
systems: capabilities, infrastructure, and decision-support." Expert
Systems with Applications, Vol.24, 2003, pp.59-71.
[5] A. Hars, " From publishing to knowledge networks: reinventing online
knowledge infrastructures" Springer, 2003.
[6] D. Leonard, W. Swap, "Deep Smarts: How to Cultivate and Transfer
Enduring Business Wisdom " Harvard Business School Press, 2005.
[7] T.H. Davenport, L. Prusak, "Working knowledge: How organizations
manage what they know." Harvard Business School Press, 1998.
[8] J. Dang et al., "Process-Oriented Knowledge Sharing and Collaboration
through Semantic-Enabled Services." Communications of SIWN, Vol. 7,
May 2009, pp.14-22.
[9] Siemens Medical Solutions USA, " The Future of Care" Siemens 2010.
[10] U. Frank, "Knowledge Management Systems: Essential Requirements
and Generic Design Patterns" Published in: W. W. Smari, N. Melab, K.
Yetongnon, K. (Eds.) "Proceedings of the International Symposium on
Information Systems and Engineering." Las Vegas: CSREA Press 2001,
pp. 114-121.
[11] U. Frank, "Knowledge Management Systems: Essential Requirements
and Generic Design Patterns" Published in: W. W. Smari, N. Melab, K.
Yetongnon, K. (Eds.) "Proceedings of the International Symposium on
Information Systems and Engineering." Las Vegas: CSREA Press 2001,
p. 116.
[12] K. Ergazakis, "Knowledge Management in Enterprises: a research
agenda." Intelligent Systems in Accounting, Finance and Management,
Vol.13, 2005, pp.17-26.
[1] N. Wickramasinghe, E. Geisler, "Epistemetrics: Conceptial Domain and
Applications of Knowledge Management (KM) in Health Care."
PICMET '07. Portland International Conference on Management of
Engineering & Technology 2007, pp. 1056-1061.
[2] N. Wickramasinghe, "Building a Learning Healthcare Organization by
Fostering Organizational Learning through a Process Centric View of
Knowledge Management." International Journal of Innovation and
Learning, Vol.5, No 2/2008, pp. 201-216.
[3] K. Metaxiotis, "Healthcare Knowledge Management. " Encyclopedia of
Knowledge Management, 2006, pp.204-210.
[4] R. Bose, "Knowledge management-enabled health care management
systems: capabilities, infrastructure, and decision-support." Expert
Systems with Applications, Vol.24, 2003, pp.59-71.
[5] A. Hars, " From publishing to knowledge networks: reinventing online
knowledge infrastructures" Springer, 2003.
[6] D. Leonard, W. Swap, "Deep Smarts: How to Cultivate and Transfer
Enduring Business Wisdom " Harvard Business School Press, 2005.
[7] T.H. Davenport, L. Prusak, "Working knowledge: How organizations
manage what they know." Harvard Business School Press, 1998.
[8] J. Dang et al., "Process-Oriented Knowledge Sharing and Collaboration
through Semantic-Enabled Services." Communications of SIWN, Vol. 7,
May 2009, pp.14-22.
[9] Siemens Medical Solutions USA, " The Future of Care" Siemens 2010.
[10] U. Frank, "Knowledge Management Systems: Essential Requirements
and Generic Design Patterns" Published in: W. W. Smari, N. Melab, K.
Yetongnon, K. (Eds.) "Proceedings of the International Symposium on
Information Systems and Engineering." Las Vegas: CSREA Press 2001,
pp. 114-121.
[11] U. Frank, "Knowledge Management Systems: Essential Requirements
and Generic Design Patterns" Published in: W. W. Smari, N. Melab, K.
Yetongnon, K. (Eds.) "Proceedings of the International Symposium on
Information Systems and Engineering." Las Vegas: CSREA Press 2001,
p. 116.
[12] K. Ergazakis, "Knowledge Management in Enterprises: a research
agenda." Intelligent Systems in Accounting, Finance and Management,
Vol.13, 2005, pp.17-26.
@article{"International Journal of Business, Human and Social Sciences:52132", author = "B. Stroetmann and A. Aisenbrey", title = "Medical Knowledge Management in Healthcare Industry", abstract = "The Siemens Healthcare Sector is one of the world's
largest suppliers to the healthcare industry and a trendsetter in
medical imaging and therapy, laboratory diagnostics, medical
information technology, and hearing aids.
Siemens offers its customers products and solutions for the entire
range of patient care from a single source – from prevention and
early detection to diagnosis, and on to treatment and aftercare. By
optimizing clinical workflows for the most common diseases,
Siemens also makes healthcare faster, better, and more cost effective.
The optimization of clinical workflows requires a
multidisciplinary focus and a collaborative approach of e.g. medical
advisors, researchers and scientists as well as healthcare economists.
This new form of collaboration brings together experts with deep
technical experience, physicians with specialized medical knowledge
as well as people with comprehensive knowledge about health
economics.
As Charles Darwin is often quoted as saying, “It is neither the
strongest of the species that survive, nor the most intelligent, but the
one most responsive to change," We believe that those who can
successfully manage this change will emerge as winners, with
valuable competitive advantage.
Current medical information and knowledge are some of the core
assets in the healthcare industry. The main issue is to connect
knowledge holders and knowledge recipients from various
disciplines efficiently in order to spread and distribute knowledge.", keywords = "Business Excellence, Clinical Knowledge,
Knowledge Management, Knowledge Services, Learning
Organizations, Trust.", volume = "6", number = "4", pages = "447-6", }