Adaptable Enterprise Architecture and Long Term Value Added Partnerships in Healthcare
Name
CP_060707_Oliveira-Nightingale_ECIS2007.pdf
Size
125.08 KB
Format
Adobe PDF
Checksum (MD5)
b7ac97d2476c3e450c602193bd42b9b4
Author(s)
Jorge, Oliviera
Nightingale, Deborah
Date Issued
June 7, 2007
Abstract
Healthcare expenditure has increasingly been growing as a percentage of the GDP of several developed nations and it is feared that it will soon become unbearable. Additionally hospitals are faced with an estimated nursing shortage and with an aging patient base that demands better quality at a lower cost. Furthermore, hospitals tie up a large percentage of their budgets in inventory and in the required labour to manage it. Moreover, future improvements will necessarily require a solution beyond statistically sound inventory policies and software packages. This paper adopts a holistic enterprise architecture approach encompassing technology, processes, strategy, and stakeholder values. The study included two hospitals leading the way in such architectures with a leading healthcare vendor in the USA market. The research methodology consisted of field observations, 47 interviews and data analysis of the visited hospitals. Research findings are presented and supported by graphical representations of soft data collected. Finally conclusions are provided and also include lessons learned on how to adapt enterprise architectures and align stakeholder incentives.
Subjects
adaptable enterprise architectures
healthcare
value added partnerships
Terms of Use
Attribution-NonCommercial-ShareAlike 3.0 United States
Persistent DSpace Link
