Application of fuzzy simulation for the evaluation of enterprise application integration in healthcare organisations

Abstract

Purpose

This paper seeks to evaluate the adoption of enterprise application integration (EAI) in healthcare organisations. In doing so, fuzzy cognitive mapping (FCM) simulation is used to demonstrate the causal inter‐relationships between the EAI adoption factors.

Design/methodology/approach

Several factors were analysed and tested through case study strategy that supports the adoption of EAI in healthcare organisations. Using the concepts of these factors, the paper further expanded the scope of the research by exploring the area of EAI by using the FCM simulation. The computation of the node's output is based on the combination of a summing operation followed by the use of a non‐linear transformation such as threshold function.

Findings

The research findings demonstrate the application of FCM simulation that identifies casual inter‐relationships among EAI adoption factors. This enhances the quality of the evaluation process, and highlights the importance of each factor and its inter‐relationship with other factors.

Practical implications

This evaluation can be used as a decision‐making tool to support the management of the healthcare organisations when taking the decision regarding the adoption of EAI. In doing so, healthcare organisations may benefit from this evaluation process.

Originality/value

The advantages of using FCM within this study fall into two categories. One is concerned with the technique, which offers structure through symbolic and graphical representation rather than linear layout. The second is concerned with the use of results, which offers a graphical picture of rates' understanding of appraisal decisions; information obtained is clearly communicable, and insight can be gained into the structure of information.

Citation

Khoumbati, K. and Themistocleous, M. (2007), "Application of fuzzy simulation for the evaluation of enterprise application integration in healthcare organisations", Transforming Government: People, Process and Policy, Vol. 1 No. 3, pp. 230-241. https://doi.org/10.1108/17506160710778077