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Edwards A.,Healthcare Innovation and Technology Laboratory
Journal of healthcare information management : JHIM | Year: 2010

While the development of health information technology, particularly electronic health records (EHR), is a triumph for the advancement of healthcare, non-interoperable clinical data systems lead to fragmented communication and incomplete records. If interoperable HIT systems could be achieved integrated HIT could be leveraged to lessen medical errors, improve patient care and optimize epidemiological research. To understand the barriers to interoperability or health information exchange (HIE), we reviewed the literature on HIT and barriers to HIE. Our search yielded 492 articles, 25 meeting our inclusion criteria. In general, we found that the predominant barriers to HIE are need for standards, security concerns, economic loss to competitors, and federated systems. Research on interoperability is limited because most HIE programs are still in formative stages. More research is needed to fully understand interoperability of HIT, how to overcome the barriers to interoperability, and how to design HIT to better facilitate HIE. Source


Dhar M.,Healthcare Innovation and Technology Laboratory | Griffin M.,Healthcare Innovation and Technology Laboratory | Hollin I.,Healthcare Innovation and Technology Laboratory | Kachnowski S.,Healthcare Innovation and Technology Laboratory | Kachnowski S.,Indian Institute of Technology Delhi
Health Care Manager | Year: 2012

Innovation remains an understudied resource within health care. Furthermore, the goals of US health care reform make innovation vitally important, while the time and resource limitations characteristic of health care make new strategies for innovation both necessary and potentially highly meaningful. The purpose of this study was to examine strategies for innovation in various industries and draw lessons for improving innovation in health care. This qualitative study began with literature research that provided a framework for discussion and identified a recurrent challenge in innovation: balancing the freedom to be creative with the need for structured management of ideas. Researchers then identified leading innovative companies and conducted phone interviews with innovation officers and other experts about their strategies for addressing the major innovation challenge. This article breaks out innovation strategies into 6 categories (dedicated times, formal teams, outside ideas, idea-sharing platforms, company/job goals, and incentives) and evaluates them for levels of control, yield, and pervasiveness. Based on this analysis, recommendations are offered for improving innovation in health care, calling for employee time allocated to innovation, dedicated innovation teams, and the incorporation of outside ideas. Copyright © 2012 Wolters Kluwer Health | Lippincott Williams & Wilkins. Source


Wilding M.J.,Healthcare Innovation and Technology Laboratory | Seegert L.,Healthcare Innovation and Technology Laboratory | Rupcic S.,Healthcare Innovation and Technology Laboratory | Griffin M.,Healthcare Innovation and Technology Laboratory | And 3 more authors.
Ageing Research Reviews | Year: 2013

Despite the importance of movement and activity indicators in predicting the risk of falls in older adults, collection and analysis of such data are limited. The dearth may result from recruitment challenges faced by fall-related studies that capture data on movement and activity in older adults. This article addresses recruitment and sampling methodology issues and draws attention to the gap in best practices left by previous literature. Authors conducted a systematic review of methods used to recruit elderly individuals for " activity-related fall studies" that assessed subjects' movement and mobility, and investigated incidence of real falls. The review highlighted effective recruitment strategies and identified challenges across several settings. Literature review findings were compared to recruitment challenges encountered in an activity-related fall study from 2011, focused on enrolling a target group of older adults with both high risk of falling and the requisite cognitive capacity to adhere to activity protocols. The analysis yielded several recommendations for improving recruitment of older adults for activity-related fall studies, including: recruiting from community-based settings; utilizing short-term activity protocols to promote involvement among institutionalized elderly; establishing eligibility criteria that may include those with lower cognitive functioning, mobility restrictions, and co-morbidities; employing direct-mail recruitment methods; and utilizing intermediaries to recruit institutionalized elderly. © 2012 Elsevier B.V. Source


Timian A.,Healthcare Innovation and Technology Laboratory | Rupcic S.,Healthcare Innovation and Technology Laboratory | Kachnowski S.,Healthcare Innovation and Technology Laboratory | Kachnowski S.,Indian Institute of Technology Delhi | Luisi P.,Healthcare Innovation and Technology Laboratory
American Journal of Medical Quality | Year: 2013

With the growth of Facebook, public health researchers are exploring the platform's uses in health care. However, little research has examined the relationship between Facebook and traditional hospital quality measures. The authors conducted an exploratory quantitative analysis of hospitals' Facebook pages to assess whether Facebook "Likes" were associated with hospital quality and patient satisfaction. The 30-day mortality rates and patient recommendation rates were used to quantify hospital quality and patient satisfaction; these variables were correlated with Facebook data for 40 hospitals near New York, NY. The results showed that Facebook "Likes" have a strong negative association with 30-day mortality rates and are positively associated with patient recommendation. These exploratory findings suggest that the number of Facebook "Likes" for a hospital may serve as an indicator of hospital quality and patient satisfaction. These findings have implications for researchers and hospitals looking for a quick and widely available measure of these traditional indicators. © 2013 by the American College of Medical Quality. Source


Rupcic S.,Healthcare Innovation and Technology Laboratory | Tamrat T.,Healthcare Innovation and Technology Laboratory | Kachnowski S.,Healthcare Innovation and Technology Laboratory | Kachnowski S.,Indian Institute of Technology Delhi
Diabetes Technology and Therapeutics | Year: 2012

Background: This study reviews the state of diabetes information technology (IT) initiatives and presents a set of recommendations for improvement based on interviews with commercial IT innovators. Materials and Methods: Semistructured interviews were conducted with 10 technology developers, representing 12 of the most successful IT companies in the world. Average interview time was approximately 45min. Interviews were audio-recorded, transcribed, and entered into ATLAS.ti for qualitative data analysis. Themes were identified through a process of selective and open coding by three researchers. Results: We identified two practices, common among successful IT companies, that have allowed them to avoid or surmount the challenges that confront healthcare professionals involved in diabetes IT development: (1) employing a diverse research team of software developers and engineers, statisticians, consumers, and business people and (2) conducting rigorous research and analytics on technology use and user preferences. Conclusions: Because of the nature of their respective fields, healthcare professionals and commercial innovators face different constraints. With these in mind we present three recommendations, informed by practices shared by successful commercial developers, for those involved in developing diabetes IT programming: (1) include software engineers on the implementation team throughout the intervention, (2) conduct more extensive baseline testing of users and monitor the usage data derived from the technology itself, and (3) pursue Institutional Review Board-exempt research. © Mary Ann Liebert, Inc. Source

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