Abstract
In hospitals in China, the rapid development of intelligent knowledge-based systems has been accompanied by the widespread adoption of case-based health knowledge systems (CBHKS). Their implementation has provided a great opportunity for Management promotions in hospitals. However, the impact of the use of CBHKS on the improvement of hospital management efficiency has not been clearly addressed in the literature. In this study, we investigate the role of CBHKS in improving hospital management through group effectiveness and leadership performance-maintenance theory (PM). We developed a conceptual model and empirically tested it. From the theoretical standpoint, the establishment of the model not only enriched the group effectiveness and leadership performance and maintenance, but also played a positive role in promoting CBHKS systems as well as the sustained development of and innovation in group effectiveness and leadership performance-maintenance theory. From the practical standpoint, the validation of the study provides an important reference for the improvement of hospital management level and efficiency. Our findings have important implications for the effective use of CBHKS in hospitals.
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Acknowledgements
This research is partially supported in data collection, analysis, and interpretation by the National Natural Science Foundation of China (NSFC) under grants No. 71331002, 71301040, 71273125, and 71503033, as well as by National Social Science of China (Major Program) with No. 12&ZD221.
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Appendix A
Appendix A
Group Effectiveness:
There are four dimensions proposed by Sundstrom and Mclntyre to evaluate group effectiveness: group performance, group member satisfaction, group learning, and external satisfaction [10].
Group Performance:
According to the definition by Cohen and Baily, group performance is mainly reflected in the efficiency, productivity, response speed, quality, service, satisfaction, and innovation during medical services [11].
Group Members’ Satisfaction:
This refers to the satisfaction of internal members and to their commitment to and trust in management. In a healthcare context, it represents the work attitude of doctors, nurses, and other medical staff.
Group Learning:
It represents a team learning process or behavior when learning new things or adapting to a new and dynamic environment.
External Satisfaction:
It denotes a kind of positive work attitude from external stakeholders. The implementation of CBHKS improves treatment effectiveness and efficiency, which in turn improves external satisfaction.
Performance-Maintenance (PM) Theory of Leadership:
The performance function means that a leader must design detailed work plans, task staff to carry out the plans, and strictly monitor staff, with the aim of ensuring that a group’s specific goals can be achieved. The maintenance function means that a leader should be concerned about his or her staff, try to build harmonious relationships with his or her staff members, carefully encourage them, and pay attention to proper authorization to ensure ongoing improvement in the organization’s normal operations.
Managerial Maintenance:
Hospital managerial maintenance means keeping the relationships in a hospital stable and harmonious through appropriate communication while supporting employees’ autonomy.
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Gu, D., Li, J., Bichindaritz, I., Deng, S., Liang, C. (2017). The Mechanism of Influence of a Case-Based Health Knowledge System on Hospital Management Systems. In: Aha, D., Lieber, J. (eds) Case-Based Reasoning Research and Development. ICCBR 2017. Lecture Notes in Computer Science(), vol 10339. Springer, Cham. https://doi.org/10.1007/978-3-319-61030-6_10
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