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Operationalization

From Ehealthwiki

Contextual InquiryValue SpecificationDesignOperationalizationSummative EvaluationFormative EvaluationFormative EvaluationUser RequirementsPrototypingValue DriversBusiness ModelRoadmap-operationalization.png

Purpose and meaning

Operationalization refers to the planning and actions for dissemination, adoption and incorporation or internalization of the technology. Disregarding these conditions may limit the technology’s usefulness and delay decision-making. During the development process key stakeholders have to decide the strategies and activities for the operationalization of the eHealth technology [1][2][3][4][5][6]. Based on the resources and capacities, a business model can be developed for implementing the technology in the healthcare system[3][7][8][9][10][11].

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Example

References

  1. Broens TH, Huis in't Veld RM, Vollenbroek-Hutten MM, Hermens HJ, van Halteren AT, Nieuwenhuis LJ. Determinants of successful telemedicine implementations: a literature study. J Telemed Telecare 2007;13(6):303-309
  2. Cain M, Mittman R. Diffusion of innovation in health care. Oakland, CA: California HealthCare Foundation, 2002
  3. 3.0 3.1 Dixon B. A roadmap for the adoption of e-Health. e-Service Journal 2008;5(3):3-13
  4. Gagnon MP, Legare F, Fortin JP, Lamothe L, Labrecque M, Duplantie J. An integrated strategy of knowledge application for optimal e-health implementation: a multi-method study protocol. BMC Med Inform Decis Mak 2008;8:17.
  5. May C, Harrison R, Finch T, MacFarlane A, Mair F, Wallace P. Understanding the normalization of telemedicine services through qualitative evaluation. J Am Med Inform Assoc 2003;10(6):596-604.
  6. Tsiknakis M, Kouroubali A. Organizational factors affecting successful adoption of innovative eHealth services: a case study employing the FITT framework. Int J Med Inform 2009;78(1):39-52
  7. Al-Debei M, El-Haddadeh R, Avison D. Defining the business model in the new world of digital business. In: Proceedings of the 14th Americas Conference on Information Systems, AMCIS’08,2008
  8. Magretta J. Why business models matter. Harvard Business Review 2002;80(5):86-93
  9. Osterwalder A, Pigneur Y. Business model generation: a handbook for visionaries, game changers, and challengers. New Jersey: John Wiley & Sons, 2010
  10. Osterwalder A, Pigneur Y, Tucci C. Clarifying business models: origins, present, and future of the concept. Communications of the association for Information Systems 2005;16(1):1-25
  11. Shafer S, Smith H, Linder J. The power of business models. Business Horizons 2005;48(3):199-207

Further reading

  • Larsen F, Gjerdrum E, Obstfelder A, Lundvoll L. Implementing telemedicine services in northern Norway: barriers and facilitators. Journal of Telemedicine and Telecare 2003;9(Supplement 1):17.
  • Mair FS, May C, Finch T, et al. Understanding the implementation and integration of e-health services. Journal of Telemedicine and Telecare 2007;13(Supplement 1):36.
  • Seidman J, Eytan T. Helping patients plug in: Lessons in the adoption of online consumer tools. Oakland: California HealthCare Foundation 2008.
  • Williams I, Dickinson H. Knowledge for adoption: a review of the literature on knowledge-based facilitators of technology adoption in health care. Health Services Management Cenre/NHS Institute for Innovation and Improvement, University of Birmingham, Birmingham 2008.