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Capture, consumption and use of person-centred information presents challenges for hospitals when operating within the scope of limited resources and the push for organisational routines and efficiencies. This paper explores these challenges for patients with Acute Coronary Syndrome (ACS) and the examination of information that supports successful hospital discharge. It aims to determine how the likelihood of readmission may be prevented through the capturing of rich, person-specific information during in-patient care to improve the process for discharge to home.

The authors combine four research data collection and analysis techniques: one, an analysis of the patient record; two, semi-structured longitudinal interviews; three, an analysis of the patient's journey using process mining to provide analytics about the discharge process, and four, a focus group with nurses to validate and confirm our findings.

The authors’ contribution is to show that information systems which support discharge need to consider models focused on individual patient stressors. The authors find that current discharge information capture does not provide the required person-centred information to support a successful discharge. Data indicate that rich, detailed information about the person acquired through additional nursing assessments are required to complement data provided about the patient's journey in order to support the patients’ post-discharge recovery at home.

Prior research has focused on information collection constrained by pre-determined limitations and barriers of system design. This work has not considered the information provided by multiple sources during the whole patient journey as a mechanism to reshape the discharge process to become more person-centred. Using a novel combination of research techniques and theory, the authors have shown that patient information collected through multiple channels across the patient care journey may significantly extend the quality of patient care beyond hospital discharge. Although not assessed in this study, rich, person-centred discharge information may also decrease the likelihood of patient readmission.

Knowledge management (KM) has become a key driver of organisational performance. The existing literature suggests that many organisations fail in their attempts to align their KM strategies with knowledge processes within their organisation. Based on the management literature on alignment, there is a gap in the understanding of how an organisation's KM strategy and KM processes in workgroups can be aligned. The purpose of this paper is to illustrate that alignment in terms of KM is important and underpins the improvement of KM processes in organisations.

A qualitative case study research approach was used to examine alignment between strategy and processes of knowledge in organisations. In total, three case organisations representing different industry sectors were chosen to examine how organisations align their KM strategies with workgroup knowledge processes.

This study proposes a Strategic‐Workgroup Alignment Framework that explains the key alignment enablers and different alignment approaches required to align KM strategy with workgroup KM processes in organisations.

The authors acknowledge the limitations of this paper. Although the proposed framework provides valuable insights with respect to different alignment approaches, it does not specify how each alignment approach can be assessed in terms of effectiveness and efficiency. As part of the alignment approaches, this study's focus was between strategy and processes of knowledge: further research could bring to light new alignment options of knowledge and the associated implications.

This study illustrates that organisations can improve the management of knowledge through alignment between KM strategies and KM processes. Such an improvement is also possible in the absence of a KM strategy emphasis, where alignment would require a deeper examination of workgroup knowledge processes. This study also identifies specific alignment enablers to align KM strategy and KM processes.

Knowledge-based work is growing at a significant pace in the context of large organizations. As a consequence, use and transfer of knowledge are considered important activities of knowledge mobilization. Existing literature suggests that there is an increasing gap in the understanding of roles and typical responsibilities in knowledge mobilization. The purpose of this article is to examine how roles enable knowledge mobilization in large organizations.

A qualitative research design was used where three large organizations representing multiple sectors were selected to study roles that enable the mobilization of organizational knowledge.

This study explains the understanding of five roles and their typical responsibilities to enable the mobilization of knowledge in large organizations – knowledge mentor, broker, taxonomist, content editor, and gatekeeper. These roles foster collaboration and communication activities within and between teams enabling knowledge mobilization.

The authors acknowledge the limitations of this paper. Although the recognized roles provide valuable insights with respect to mobility of knowledge, it does not specify how each role can be assessed in terms of performance. Another limitation is that these roles were studied in the context of large-scale organizations where knowledge work is central to their performance.

This study ' s findings suggest that there is a strong need for management to recognize and value roles and responsibilities to realize organizational knowledge mobilization.

The purpose of this study was to establish a Technology-Organization-Personality model of secure software development (SSD) innovation assimilation at the level of individual motivation. The model identifies individual psychological motivation, which influences innovation assimilation intention and behavior. It constitutes an organizational management view of SSD innovation assimilation from individual psychological motivation perspective.

An empirical study was employed to verify the assumption model. Semi-structured user interviews were conducted with some security experts to consult their advice and obtain the measurement scales. And questionnaires were circulated at a focus group meeting and among some software security professionals by email. Of 230 questionnaires that were answered, 215 could be used. IBM SPSS 19.0 and AMOS 17.0 were used alternately to analyze the data. Structural equation model was employed to verify the hypotheses of the model.

Results reveal that two types of individual motivation can influence SSD innovation assimilation, namely, potential organization support and individual needs. Furthermore, absorption capability was found to play a regulated function in the transition of SSD assimilation intention to behavior.

The findings reveal how individual motivation plays an important role in promoting complex innovation assimilation. It fills the gap of the research on organizational assimilation behavior and individual motivation in the context of SSD complex innovation, and provides management of software development organization with empirically based conceptualization to guide their personnel incentive policymaking.