The management of digital competence sharing in health care: A qualitative study of managers' and professionals' views
Hammarén, Mira; Pölkki, Tarja; Kanste, Outi (2023-11-17)
Wiley-Blackwell
17.11.2023
Hammarén, M., Pölkki, T., & Kanste, O. (2024). The management of digital competence sharing in health care: A qualitative study of managers' and professionals' views. Journal of Advanced Nursing, 80, 2051–2064. https://doi.org/10.1111/jan.15963
https://creativecommons.org/licenses/by-nc-nd/4.0/
© 2023 The Authors. Journal of Advanced Nursing published by John Wiley & Sons Ltd. This is an open access article under the terms of the Creative Commons Attribution-NonCommercial-NoDerivs License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non-commercial and no modifications or adaptations are made.
https://creativecommons.org/licenses/by-nc-nd/4.0/
© 2023 The Authors. Journal of Advanced Nursing published by John Wiley & Sons Ltd. This is an open access article under the terms of the Creative Commons Attribution-NonCommercial-NoDerivs License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non-commercial and no modifications or adaptations are made.
https://creativecommons.org/licenses/by-nc-nd/4.0/
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:oulu-202404182832
https://urn.fi/URN:NBN:fi:oulu-202404182832
Tiivistelmä
Abstract
Aim:
To describe managers' and professionals' views on the management of digital competence sharing in health care.
Design:
A qualitative descriptive study.
Methods:
Managers (n = 22) and professionals (n = 12) from two public primary, one public special and one private health care organization in Finland participated in semi-structured individual interviews between February and May 2022. Data were analysed using inductive content analysis.
Results:
Managers' and professionals' views formed six main categories: providing resources and opportunities for digital competence sharing, creating methods and practices for digital competence sharing, managing digital competence, implementing intergenerational learning, creating a friendly and safe digital organizational atmosphere, and promoting digital competence sharing through leadership.
Conclusion:
The support of management is significant in promoting the sharing of digital competence in health care organizations. The management of digital competence sharing requires a both resources and a commitment to continuous training and development. It also requires the creation of a collaborative culture to promote mutual learning between professionals and people of different generations.
Impact:
Due to rapid technological advancements and the resulting load, it is important to focus on the development and sharing of digital competence among health care professionals. The study indicated that managers should have the ability to identify the strengths of professionals' digital competence and be able to utilize them in promoting digital competence sharing. It also highlighted the specific competency requirements for managers in this context. The results can be applied to the training of health care managers and professionals, particularly around digital competence.
Patient or Public Contribution:
No patient or public contribution.
Reporting Method:
The Consolidated Criteria for Reporting Qualitative Research (COREQ) checklist was used in the reporting.
Aim:
To describe managers' and professionals' views on the management of digital competence sharing in health care.
Design:
A qualitative descriptive study.
Methods:
Managers (n = 22) and professionals (n = 12) from two public primary, one public special and one private health care organization in Finland participated in semi-structured individual interviews between February and May 2022. Data were analysed using inductive content analysis.
Results:
Managers' and professionals' views formed six main categories: providing resources and opportunities for digital competence sharing, creating methods and practices for digital competence sharing, managing digital competence, implementing intergenerational learning, creating a friendly and safe digital organizational atmosphere, and promoting digital competence sharing through leadership.
Conclusion:
The support of management is significant in promoting the sharing of digital competence in health care organizations. The management of digital competence sharing requires a both resources and a commitment to continuous training and development. It also requires the creation of a collaborative culture to promote mutual learning between professionals and people of different generations.
Impact:
Due to rapid technological advancements and the resulting load, it is important to focus on the development and sharing of digital competence among health care professionals. The study indicated that managers should have the ability to identify the strengths of professionals' digital competence and be able to utilize them in promoting digital competence sharing. It also highlighted the specific competency requirements for managers in this context. The results can be applied to the training of health care managers and professionals, particularly around digital competence.
Patient or Public Contribution:
No patient or public contribution.
Reporting Method:
The Consolidated Criteria for Reporting Qualitative Research (COREQ) checklist was used in the reporting.
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