RFID application in patient and medical asset operations management: A technology, organizational and environmental (TOE) perspective into key enablers and impediments

Abstract

PurposeIn spite of the recent progress in understanding how radio frequency identification (RFID) systems can substantially advance health care service, there is a significant gap in the literature concerning determinants of RFID application in managing various forms of health care operations. Hence, this study attempts to fill this gap by examining the key enablers and impediments of using RFID systems in patient and medical asset operations management using the technology, organization and environment framework (TOE). MethodsA research model was developed using a variety of TOE factors that may enable or impede RFID adoption in managing health care operations. Then, the model was empirically tested by means of Structural Equation Modelling (SEM) based on survey data of 311 online questionnaire responses that were collected from managers, technicians, physicians and nurses in charge of asset and patient management in public and private hospitals in the United Arab Emirates. The majority of respondents were over 30 years old (63%) and have more than 5 years of experience in the medical context (88%). They work mainly in private hospitals (71%) in managerial positions (65%). This profile designates sufficient experience and knowledge of participants to understand the questions. ResultsThe findings demonstrate the effect of technical advantages and organizational capacity on both asset and patient management is significant, while the effect of environmental competitiveness is only evident in patient management operations. Furthermore, the results confirm the negative influence of technical complexity and environmental uncertainty on both asset and patient management. Surprisingly, using RFID in asset and patient management tend to be not influenced by organizational resistance. The paper proposes a number of implications that can guide leaders and vendors to successfully implement RFID technology for managing healthcare operations. It directs the attention of RFID research toward future venues within the health care context. ConclusionsHospitals must contemplate the impact of technological, organizational and environmental forces to leverage the benefits of RFID in patient and asset operations management. The results of SEM confirmed the strong effect of the variables on patient management since 57 per cent of its variance is explained by five factors (i.e., technical advantages, organizational capacity, environmental competitiveness, technical complexity and environmental uncertainty). Four factors explain about 48 per cent of the variance in asset management (i.e., technical advantages, organizational capacity, technical complexity and environmental uncertainty). The results provide robust implications for health care managers and RFID vendors to better understand crucial RFID implementation issues, increase its technology fit into service operations, and accelerate its implementation as follows: (1) while organizational resistance does not show significant impact on RFID adoption for managing patient and asset operations, health care professionals should consider that RFID implementation decision is mainly organizational at the firm level rather than an individual choice, as long as RFID benefits are well communicated to the staff. (2) while the effect of environmental competitiveness is only evident in using RFID in managing patient operations, health care professionals should focus on RFID applications that have direct impact on enhancing health service quality, flexibility and delivery considering patients as a base for competitiveness; (3) with regard to the impact of technical advantages, RFID benefits such as enhancing work efficiency and reducing cost should be documented, communicated and nurtured to medical and administrative employees; (4) In response to the impact of organizational capacity, the contribution of RFID applications to medical and managerial knowledge generation and utilization should be tracked and integrated into daily work processes; (5) Vendors should provide appropriate orientations and training sessions targeting RFID complexity involving networks, architectures and operating; and (6) the customization of commercial RFID technology for managing health service operations must be deliberated between all stakeholders in health care context. Forthcoming research is needed to reexamine this model with different variables (e.g., culture) and under further health care conditions or contexts.