Knowledge Management Processes within a Department for Advanced Medical Diagnostics.

Knowledge processes are nowadays recognised as key assets for competitive advantage, due to the fact that they are strictly related to innovation and, consequently, to value creation. Nevertheless, many initiatives to develop Knowledge Management (KM) do not explicitly link processes, knowledge, organisation and innovation. They mostly attempt to capture existing knowledge within formal configurations, such as information systems. This research project, through a multiple embedded case study from twenty medical imaging departments, provides a framework which connects work processes, knowledge processes, socio-organisational issues, and technological innovation in the medical field. The final objective is optimising KM processes within an ideal-type Department for Advanced Medical Diagnostics. The whole framework is grounded on the integration of two approaches: a process-oriented view of KM, in order to develop a knowledge-based analysis of the three basic processes - that is, research, education and patient-care - in the real setting of a Department for advanced medical imaging; the Theory of Planned Behaviour (TPB), in order to comprehensively address the social, organisational and technological (KM tools) issues of KM within a seminal theory. As a result, the knowledge value chain and the general value chain are strongly connected in KM strategies and practices. Moreover, this project open the way to a new field for KM application, which represents a great challenge. Medical imaging, in fact, is featured by highly knowledge-intensive activities, by high-tech digital instruments and by a trans-disciplinary work, hence requiring routinely KM practices among really different competences. As a result, significant managerial and technological implications are expected to descend from this study.