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Applying change models and methods during a period of vast digital transformation: A systematic review of practice in healthcare
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  • Rebecca McDonnell,
  • Ashfaq Chauhan,
  • Corey Adams,
  • Alexander Cardenas,
  • Michelle Moscova,
  • Ramya Walsan,
  • Maryam Sina,
  • Alice Munro,
  • Elizabeth Manias,
  • Rebecca Mitchell,
  • Anthony Gust,
  • Sabe Sabesan,
  • Reema Harrison
Rebecca McDonnell
University College Dublin
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Ashfaq Chauhan
Macquarie University Australian Institute of Health Innovation

Corresponding Author:ashfaq.chauhan@mq.edu.au

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Corey Adams
Macquarie University Australian Institute of Health Innovation
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Alexander Cardenas
Health Infrastructure NSW
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Michelle Moscova
Health Infrastructure NSW
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Ramya Walsan
Macquarie University Australian Institute of Health Innovation
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Maryam Sina
Macquarie University Australian Institute of Health Innovation
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Alice Munro
Western NSW Local Health District
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Elizabeth Manias
Monash University
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Rebecca Mitchell
Macquarie University Australian Institute of Health Innovation
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Anthony Gust
Northern Health
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Sabe Sabesan
Townsville University Hospital
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Reema Harrison
Macquarie University Australian Institute of Health Innovation
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Abstract

Introduction: Reflection and learning about the use of virtual care in healthcare delivery has become a central goal for health systems internationally. Insights drawn in the aftermath of the COVID-19 pandemic have led to vast changes to embed virtual care in health care delivery. This study explored the methodologies used to manage change that encompasses virtual care and factors contributing to success. Methods: A systematic review and narrative synthesis was undertaken. Eligible articles were those reporting structured change management processes in the context of virtual care published between 1 st January 2019 –31 st December 2023, identified by searching four electronic databases (Scopus, MedLine, PsycInfo and Business Source Premier). Data were extracted and synthesised from the eligible studies. Results: A total of 17 articles were included; studies focused on changes occurring within hospital settings and in community health centres, often within a single organisational unit, institution, or hospital network. Studies described using various methodologies for managing change during the introduction of large digital systems, embedding new digital tools, the introduction of new technologies and workflow or process design changes resulting from virtual care. Discussion: Structured change methodologies were often integrated in a strategic change framework with process improvement methods utilised to support the change process. Managing change relating to the technology with attention to the clinical and people aspects of change was considered a key gap and challenge in the context of virtual care change. Change leadership and the integration of technical and clinical teams were identified as key enablers.
Submitted to International Journal of Health Planning and Management
Submission Checks Completed
Assigned to Editor
Reviewer(s) Assigned
26 Jun 2024Review(s) Completed, Editorial Evaluation Pending
30 Jul 2024Reviewer(s) Assigned