The Implementation of Electronic Medical Records into Existing Medical Practice

Abstract

Electronic medical records (EMRs) are computerized medical record systems that allow for the storage, retrieval, and modification of patient records and information. The 2009 federal stimulus fund sought to expand EMR adoption in the United States to replace traditional paperbased records in physician offices and health care facilities. Although the potential benefits of EMRs to patient care include reductions in medical errors, information retrieval time, and staffing costs, the process of integration often means a stressful redesign of years of accumulated workflow in a short period of time (Baron, Fabens,
Schiffman, & Wolf, 2005). During this transition period, both health care providers (e.g., physicians, nurses) and management personnel (e.g., CEO, administrators) must adjust their communication practices to minimize the impact of the EMR on quality patient care. This case study focuses on adaptive structuration theory as a lens to discuss how technology like EMRs can affect communication practices, staff dynamics, and organizational pressures within a medical setting. This case is inspired by the observations and semistructured interviews collected at a small hematology and oncology center.