St. James’s Hospital in Ireland and Electronic Paper Record

2745 Words6 Pages

1.0 Introduction

1.1 About St. James’s Hospital

St. James’s Hospital (SJH) is the leading provider of acute patient care in Ireland. Accordingly it is a key shaper of public policy within the Irish health system. It occupies a prominent position in the public eye, and places high emphasis on innovation and service excellence.

SJH must constantly compete for resources from the government in order to achieve its goals. One such goal is to become the first hospital in Ireland to implement a full Electronic Paper Record (EPR) and effectively eliminate the use of paper from its operations. This initiative has the potential to transform patient care and significantly improve efficiency and patient safety.

1.2 Rationale for review

If SJH is to leverage the EPR to its full potential it is vital that the management team understands the relationship between technology and competitive advantage. The findings from this literature review should inform management as they attempt to secure funding for this initiative and also guide them regarding potential pitfalls in subsequent implementation.

2.0 Information gathering strategy

ABI/Inform and the Social Sciences Citation Index databases were used to locate journal articles for this review. Both databases were accessed through the UCD library website.

Databases were searched using the following key words/phrases:

• “Technology related competitive advantage”

• “Sustaining competitive advantage”

• “Information technology and competitive advantage”

• “Technology innovation and competitive advantage”

• “IT Governance and competitive advantage”.

Results were refined by journal title to exclude articles from non-business/management/IT disciplines. Articles were also filtere...

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...ue than espoused technology strategy in determining the potential for and extent of competitive advantage due to the EPR;

• The EPR has potential to trigger and increase levels of innovation at SJH. Management should be cognisant of barriers to innovation if this potential is to be realised;

• An IT governance committee should support the director of informatics, senior management and the board in ensuring this costly project remains under control and protected from political opposition and other forces of inertia;

• SJH should take a proactive approach in its relationship with the outsourcing partner for EPR in order to maximise utility through experiential learning; and

• As other hospitals adopt the EPR it may become essential to competition but inconsequential to strategy and accordingly the significance of the risk it creates may increase in importance.

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