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</script>{"references": ["N. Wickramasinghe, E. Geisler, \"Epistemetrics: Conceptial Domain and\nApplications of Knowledge Management (KM) in Health Care.\"\nPICMET '07. Portland International Conference on Management of\nEngineering & Technology 2007, pp. 1056-1061.", "N. Wickramasinghe, \"Building a Learning Healthcare Organization by\nFostering Organizational Learning through a Process Centric View of\nKnowledge Management.\" International Journal of Innovation and\nLearning, Vol.5, No 2/2008, pp. 201-216.", "K. Metaxiotis, \"Healthcare Knowledge Management. \" Encyclopedia of\nKnowledge Management, 2006, pp.204-210.", "R. Bose, \"Knowledge management-enabled health care management\nsystems: capabilities, infrastructure, and decision-support.\" Expert\nSystems with Applications, Vol.24, 2003, pp.59-71.", "A. Hars, \" From publishing to knowledge networks: reinventing online\nknowledge infrastructures\" Springer, 2003.", "D. Leonard, W. Swap, \"Deep Smarts: How to Cultivate and Transfer\nEnduring Business Wisdom \" Harvard Business School Press, 2005.", "T.H. Davenport, L. Prusak, \"Working knowledge: How organizations\nmanage what they know.\" Harvard Business School Press, 1998.", "J. Dang et al., \"Process-Oriented Knowledge Sharing and Collaboration\nthrough Semantic-Enabled Services.\" Communications of SIWN, Vol. 7,\nMay 2009, pp.14-22.", "Siemens Medical Solutions USA, \" The Future of Care\" Siemens 2010.\n[10] U. Frank, \"Knowledge Management Systems: Essential Requirements\nand Generic Design Patterns\" Published in: W. W. Smari, N. Melab, K.\nYetongnon, K. (Eds.) \"Proceedings of the International Symposium on\nInformation Systems and Engineering.\" Las Vegas: CSREA Press 2001,\npp. 114-121.\n[11] U. Frank, \"Knowledge Management Systems: Essential Requirements\nand Generic Design Patterns\" Published in: W. W. Smari, N. Melab, K.\nYetongnon, K. (Eds.) \"Proceedings of the International Symposium on\nInformation Systems and Engineering.\" Las Vegas: CSREA Press 2001,\np. 116.\n[12] K. Ergazakis, \"Knowledge Management in Enterprises: a research\nagenda.\" Intelligent Systems in Accounting, Finance and Management,\nVol.13, 2005, pp.17-26."]}
The Siemens Healthcare Sector is one of the world's largest suppliers to the healthcare industry and a trendsetter in medical imaging and therapy, laboratory diagnostics, medical information technology, and hearing aids. Siemens offers its customers products and solutions for the entire range of patient care from a single source – from prevention and early detection to diagnosis, and on to treatment and aftercare. By optimizing clinical workflows for the most common diseases, Siemens also makes healthcare faster, better, and more cost effective. The optimization of clinical workflows requires a multidisciplinary focus and a collaborative approach of e.g. medical advisors, researchers and scientists as well as healthcare economists. This new form of collaboration brings together experts with deep technical experience, physicians with specialized medical knowledge as well as people with comprehensive knowledge about health economics. As Charles Darwin is often quoted as saying, "It is neither the strongest of the species that survive, nor the most intelligent, but the one most responsive to change," We believe that those who can successfully manage this change will emerge as winners, with valuable competitive advantage. Current medical information and knowledge are some of the core assets in the healthcare industry. The main issue is to connect knowledge holders and knowledge recipients from various disciplines efficiently in order to spread and distribute knowledge.
Knowledge Management, Learning Organizations, Clinical Knowledge, Trust., Knowledge Services, Business Excellence
Knowledge Management, Learning Organizations, Clinical Knowledge, Trust., Knowledge Services, Business Excellence
| citations This is an alternative to the "Influence" indicator, which also reflects the overall/total impact of an article in the research community at large, based on the underlying citation network (diachronically). | 4 | |
| popularity This indicator reflects the "current" impact/attention (the "hype") of an article in the research community at large, based on the underlying citation network. | Average | |
| influence This indicator reflects the overall/total impact of an article in the research community at large, based on the underlying citation network (diachronically). | Average | |
| impulse This indicator reflects the initial momentum of an article directly after its publication, based on the underlying citation network. | Average |
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