ABSTRACT
Virtual hospitals offer a platform for healthcare workers to share knowledge, treat patients equally everywhere and, thus, reduce patient mortality rates. Such platforms include different technologies, for example telemedical applications. The use of these technologies and the need to get specific knowledge on the patients' treatment was reinforced in the past years due by Covid-19. Not only the treatment of Covid-19, but also that of other diseases can be improved by increased technology use. By incorporating the KM success model, we will identify KM success factors leading to the use of virtual hospitals. This research observes the KM success model in the context of the low-digitalized field of healthcare. Consequently, we evaluate how the existing KM success model needs to be adjusted according to the peculiarities of healthcare. © 2023 IEEE Computer Society. All rights reserved.
ABSTRACT
Purpose: The purpose of this study is to look at the attitudes of the employees in terms of sharing knowledge during COVID-19 in an online environment and the various difficulties associated and to analyze knowledge sharing (KS) in a virtual office setting, using the conservation of resources theory. Design/methodology/approach: A qualitative approach was used by conducting face-to-face interviews online through GoogleMeet, Skype and Zoom. A total of 34 interviews from 14 multinational companies (or their subsidiaries), in a supervisory role, were conducted for the study. A thematic analysis was conducted to analyze the responses. Findings: During a crisis, the tendency of employees to share knowledge at the individual, team and organizational level increases and is interlinked. The results of this study suggest that during the initial phases of lockdown, the creativity levels among employees were high;however, as the work from the office got postponed because of extended lockdowns, the creativity level of employees saw a dip. Furthermore, the findings of this study also highlighted that KS in remotely located teams was found to be dependent on the extent to which the team members knew each other, such that known teams were in a better position to share knowledge than a newly formed team with unknown or less known members. Research limitations/implications: This study has 34 respondents which is an acceptable number for a qualitative inquiry. However, the number of industries could be increased for generalization purposes. Responses were collected from a group of knowledge workers who were willing to correspond digitally, using social media channels of the authors, such as Linkedin. Responses collected personally could provide different results. Practical implications: This study provides insights into visible change in organizational processes. The conceptual model developed in this study has several implications which will help chief knowledge officers to understand why the various individual, team and organizational factors lead to KS, particularly with respect to COVID-19. Originality/value: This study has explored a contemporary phenomenon – KS during the ongoing COVID-19 pandemic, in an online environment. This study depicts the extant literature on knowledge management during a pandemic, thus bridging the scholarly gap. This study tried to bring in a broader perspective by selecting respondents across continents, domains and varied age groups. Fourth, most studies analyzing KS/knowledge hiding in the extant literature, especially during the pandemic, have followed a quantitative approach. This study followed a qualitative approach to gain insights into the KS of the firm and the thoughts and practicalities behind it. © 2022, Emerald Publishing Limited.