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With patients demanding services to control their own health conditions, hospitals are looking to build agility in delivering care by extending their reach into patient and partner ecosystems and sharing relevant patient data to support care continuity. However, sharing patient data with several external stakeholders outside a hospital network calls for the development of a digital platform that is trusted by both hospitals and stakeholders, given that there is often no single entity supporting such coordination. In this paper, we propose a methodology that uses a blockchain architecture to address the technical challenge of linking disparate systems used by multiple stakeholders and the social challenge of engendering trust by using visualization to bring about transparency in the way in which data are shared. We illustrate this methodology using a pilot implementation. The paper concludes with a discussion and directions for future research and makes some concluding comments.
Jesús Peral; Eduardo Gallego; David Gil; Mohan Tanniru; Prashant Khambekar. Using Visualization to Build Transparency in a Healthcare Blockchain Application. Sustainability 2020, 12, 6768 .
AMA StyleJesús Peral, Eduardo Gallego, David Gil, Mohan Tanniru, Prashant Khambekar. Using Visualization to Build Transparency in a Healthcare Blockchain Application. Sustainability. 2020; 12 (17):6768.
Chicago/Turabian StyleJesús Peral; Eduardo Gallego; David Gil; Mohan Tanniru; Prashant Khambekar. 2020. "Using Visualization to Build Transparency in a Healthcare Blockchain Application." Sustainability 12, no. 17: 6768.
Introduction Organizational transformations have focused on creating and fulfilling value for customers, leveraging advanced technologies. Transforming public health (PH) faces an interesting challenge. The value created (preventive practices) to fulfill policy makers’ desire to reduce healthcare costs is realized by several external partners with varying goals and is practiced by the public (value in use), which often places low priority on prevention. Methods This paper uses value lens to argue that PH transformation strategy must align the goals of all stakeholders involved. This may include allowing partners and the public to contextualize the preventive practices to see the value in near term and as relevant. It also means extending the number of partners PH uses and helping them connect with the public to seek shared alignment in shared goals of value fulfillment and value‐in‐use. Results Using lessons from Covid‐19 and PH experience with partners in four different sectors: business, healthcare, public and community, the paper illustrates how PH transformation strategy can be implemented going forward. Conclusions We conclude the paper with five distinct directions for future research to create and sustain value using the framework of learning health systems.
Mohan R. Tanniru. Transforming public health using value lens and extended partner networks. Learning Health Systems 2020, 5, 1 .
AMA StyleMohan R. Tanniru. Transforming public health using value lens and extended partner networks. Learning Health Systems. 2020; 5 (1):1.
Chicago/Turabian StyleMohan R. Tanniru. 2020. "Transforming public health using value lens and extended partner networks." Learning Health Systems 5, no. 1: 1.
Hospitals and health systems in high-income countries (HIC) develop the capacities of peer healthcare organizations around the world by diffusing clinical, quality, and public health improvement practices in lower and middle-income countries (LMIC). In turn, these HIC healthcare institutions are exposed to innovative approaches developed and used by global communities to advance care despite resource constraints in the LMIC contexts. Attention has been growing in recent years to the potential these innovations can have to improve care delivery, lower costs, and drive quality within resource-constrained communities in HIC. Often referred to as “reverse innovations,” the identification, adaptation, and diffusion of these practices face challenges in uptake related to limited evidence, perceptions of poor quality or irrelevance, and a complicated regulatory and policy environment. This paper suggests the development of an approach to improve the capacity of the healthcare organizations in the HIC as well, based on lessons learned from diffusing practices in LMIC. It concludes with the need for a knowledge platform to support innovation diffusion in both directions.
Alexander Plum; Mohan Tanniru; Jiban Khuntia. An innovation platform for diffusing public health practices across a global network. Health Policy and Technology 2020, 9, 225 -234.
AMA StyleAlexander Plum, Mohan Tanniru, Jiban Khuntia. An innovation platform for diffusing public health practices across a global network. Health Policy and Technology. 2020; 9 (2):225-234.
Chicago/Turabian StyleAlexander Plum; Mohan Tanniru; Jiban Khuntia. 2020. "An innovation platform for diffusing public health practices across a global network." Health Policy and Technology 9, no. 2: 225-234.
Information technology has enabled healthcare providers such as hospitals to extend their internal operations into external facilities such as urgent and ambulatory care centers and optimizeresources in support of patient care. With the development of the internet, social media, wearables, and telehealth technologies, the potential for patient engagement in preventive and post-discharge care transition has increased. Unlike other organizations where the provider has limited insight into the customer ecosystem, hospitals, for example, have an opportunity to gain insight into the patient ecosystem and influence patient behavior while the patients are within the provider ecosystem. This chapter looks at hospital engagement with patients in two settings—the emergency room (ER) and the patient room (PR)—to illustrate both the opportunities and the strategies that can help hospitals use patient touchpoints to improve continuity of care inside and outside hospital walls.
Mohan Tanniru. Optimization of Provider Ecosystem Through Actor-Resource Integration. Advances in Healthcare Information Systems and Administration 2020, 103 -115.
AMA StyleMohan Tanniru. Optimization of Provider Ecosystem Through Actor-Resource Integration. Advances in Healthcare Information Systems and Administration. 2020; ():103-115.
Chicago/Turabian StyleMohan Tanniru. 2020. "Optimization of Provider Ecosystem Through Actor-Resource Integration." Advances in Healthcare Information Systems and Administration , no. : 103-115.
Complexity theory argues for bounded instability to allow organizations to run operations at a regular speed while also allowing them to explore innovations at a faster speed in support of digital transformation. HeXie management theory uses a mix of systems engineering and holism to argue for a theme around which empowered employees can explore and couple the dividends from such explorations to the organizational vision and mission. Authors integrate these two theories and multiple leadership processes (administrative, enabling, and adaptive) around four guiding principles: alignment around theme, dynamism of employees, transitiveness of dividends, and adaptiveness to support organizational growth and capacity building. These principles are used to discuss how digital leadership has guided healthcare transformation both inside and outside a hospital in multiple use cases, thus providing insight for thought leadership in digital health.
Mohan Rao Tanniru; Youmin Xi; Kamaljeet Sandhu. Leadership to Advance Innovation for Digital Healthcare Transformation. Leadership, Management, and Adoption Techniques for Digital Service Innovation 2020, 1 -24.
AMA StyleMohan Rao Tanniru, Youmin Xi, Kamaljeet Sandhu. Leadership to Advance Innovation for Digital Healthcare Transformation. Leadership, Management, and Adoption Techniques for Digital Service Innovation. 2020; ():1-24.
Chicago/Turabian StyleMohan Rao Tanniru; Youmin Xi; Kamaljeet Sandhu. 2020. "Leadership to Advance Innovation for Digital Healthcare Transformation." Leadership, Management, and Adoption Techniques for Digital Service Innovation , no. : 1-24.
Continual feedback to adapt to external regulatory and competitive environment is essential in today's complex healthcare landscape, and hospital leadership needs to transform its strategic planning process to reflect the market dynamic. Digital artifacts such as performance dashboard track operational data and transform these into key performance indicators (KPIs) to set organizational goals and align unit level operations. However, the velocity of change occurring in the marketplace needs a dynamic approach: a real-time aggregation of operational data into KPIs for a daily or weekly review to gain insights and respond quickly to evolving market expectations. This chapter discusses how an rtDashboard (real time dashboard) has evolved to become a key artifact that transformed the way a hospital in SE Michigan engaged in its strategic planning process.
Mohan Tanniru; Matt Nawrocki; David Bobryk; Anupam A. Sule. Data to Analytics to Insight. Advances in Healthcare Information Systems and Administration 2020, 133 -150.
AMA StyleMohan Tanniru, Matt Nawrocki, David Bobryk, Anupam A. Sule. Data to Analytics to Insight. Advances in Healthcare Information Systems and Administration. 2020; ():133-150.
Chicago/Turabian StyleMohan Tanniru; Matt Nawrocki; David Bobryk; Anupam A. Sule. 2020. "Data to Analytics to Insight." Advances in Healthcare Information Systems and Administration , no. : 133-150.
As healthcare systems develop innovative services to create value for patients outside the hospital or clinical care facility, they face a major challenge. They need a communication architecture to support the sharing of information among the healthcare providers, patients, and external partners to fulfill the value created. The current electronic medical record systems of hospitals do not extend to many of these external partners unless they are part of the provider network. This paper proposes the use of blockchain architecture to address this challenge. By modeling service innovations used to create value as a set of service exchanges among providers, patients, and partners, the providers decide when blockchain architecture may complement their own extended EMR system in fulfilling the value they create to address patient needs. The authors use gamification to improve patient adherence to treatment plans designed to fulfill the value created and adapt the value created to reflect the changing patient ecosystem. The paper concludes with discussion and directions for future research.
Mohan Rao Tanniru; Robert Tanniru. Designing and Adapting Services to Create Value Outside a Hospital Using Blockchain Architecture. International Journal of R&D Innovation Strategy 2020, 2, 44 -67.
AMA StyleMohan Rao Tanniru, Robert Tanniru. Designing and Adapting Services to Create Value Outside a Hospital Using Blockchain Architecture. International Journal of R&D Innovation Strategy. 2020; 2 (1):44-67.
Chicago/Turabian StyleMohan Rao Tanniru; Robert Tanniru. 2020. "Designing and Adapting Services to Create Value Outside a Hospital Using Blockchain Architecture." International Journal of R&D Innovation Strategy 2, no. 1: 44-67.
Value creation in healthcare calls for the design of care plans that integrate the activities of clinical and non-clinical actors of both the provider and patient ecosystems as they work towards the shared goal: ensure patient adherence outside the provider ecosystem. Given the differing institutional mechanisms that influence actor behavior, intelligence gathered through digital services has two objectives. The first objective is to use digital services to track patient adherence to care plans, so that these care plans can be adapted as needed. The second objective is to learn about the characteristics of the patient ecosystem, so that incentives can be designed to ensure that all actors are working towards the same shared goal. This chapter uses a service modeling approach to explicate the interconnected role of actors across ecosystems and develop strategies to address these two objects. Several use cases are used to illustrate this approach.
Mohan Tanniru. Leveraging Intelligence in Value Creation Across Provider Patient Ecosystems. Advances in Healthcare Information Systems and Administration 2020, 68 -87.
AMA StyleMohan Tanniru. Leveraging Intelligence in Value Creation Across Provider Patient Ecosystems. Advances in Healthcare Information Systems and Administration. 2020; ():68-87.
Chicago/Turabian StyleMohan Tanniru. 2020. "Leveraging Intelligence in Value Creation Across Provider Patient Ecosystems." Advances in Healthcare Information Systems and Administration , no. : 68-87.
Information technology has enabled tertiary health care providers to improve patient access to preventive and post-discharge care transition services. When such services are supported by facilities that are under the control of the hospital, hospitals can still influence the delivery and overall quality of patient care services. However, for a variety of reasons, many hospitals rely on external care providers who operate relatively independently from the hospital to deliver these services. As such, service delivery intended to create efficiency and value to patients can become complex, challenging to deliver, and resource intensive—especially if the service delivery spans a prolonged time horizon. This chapter discusses one case of an intermediary who helps hospitals address the smoking cessation needs of patients. Using service dominant logic research, the service exchanges among three different ecosystems (healthcare providers, intermediary, and patients) are modeled and intelligence needed to align their goals using blockchain architecture is highlighted.
Mohan Tanniru; Mark Martz. A Proposed Architecture to Sustain Public-Private Partnership. Advances in Healthcare Information Systems and Administration 2020, 185 -199.
AMA StyleMohan Tanniru, Mark Martz. A Proposed Architecture to Sustain Public-Private Partnership. Advances in Healthcare Information Systems and Administration. 2020; ():185-199.
Chicago/Turabian StyleMohan Tanniru; Mark Martz. 2020. "A Proposed Architecture to Sustain Public-Private Partnership." Advances in Healthcare Information Systems and Administration , no. : 185-199.
Online health infomediaries are emerging as a critical element in the healthcare sector to support and influence individuals’ health and wellness decisions. The business success and effectiveness of health infomediaries depend on the active and sustained engagement of patients. Although the growth in the number of participants in an infomediary is expected to add value by increasing the diversity of information that is potentially exchanged, the infomediary cannot survive without the sustained engagement of existing users. The challenge is to understand the underlying processes at the operational workflow level of an infomediary that can lead to sustained engagement of patients. For an infomediary to increase engagement, it needs to know not only what motivates participants to join an infomediary but also what keeps them engaged in various stages of participation or transitions. In this study, we employ a Markov Chain modeling approach, along with an analysis of the user activities data, to understand the underlying mechanism of patient engagement along with several transition states in an online health infomediary. We tracked 127,610 members, with more than 1 million activities involved in an online health infomediary that supports cosmetic and reconstructive surgery patients over one year. Patients’ decisions for cosmetic and reconstructive surgery are health and well‐being choices that rely not only on patients’ current situation but also on the knowledge and experience of others. This relevance of the health infomediary context is explored in this study. We sampled the activities of 32,505 active users’ activities with data on more than 500,000 activities. We analyzed the dynamics of user behaviors by modeling longitudinal transition probabilities across different states of participation. Additional analyses and robustness checks, using text‐mined data from the users’ activities, are introduced to gain nuanced insights into user engagement. Our study provides several practical implications for the design and management of an online health infomediary.
Sanghee Lim; Dobin Yim; Jiban Khuntia; Mohan Tanniru. A Continuous‐Time Markov Chain Model–Based Business Analytics Approach for Estimating Patient Transition States in Online Health Infomediary. Decision Sciences 2019, 51, 181 -208.
AMA StyleSanghee Lim, Dobin Yim, Jiban Khuntia, Mohan Tanniru. A Continuous‐Time Markov Chain Model–Based Business Analytics Approach for Estimating Patient Transition States in Online Health Infomediary. Decision Sciences. 2019; 51 (1):181-208.
Chicago/Turabian StyleSanghee Lim; Dobin Yim; Jiban Khuntia; Mohan Tanniru. 2019. "A Continuous‐Time Markov Chain Model–Based Business Analytics Approach for Estimating Patient Transition States in Online Health Infomediary." Decision Sciences 51, no. 1: 181-208.
Firm failure rate in the software industry is significantly higher than other industries. Due to the wide use of software products and services, failure in the software industry has implications on the industry itself as well as the economy at the local, national and global levels. This study compares the classification performance of thirteen approaches in terms of predicting firm failure in the US software industry. Seven measures are used to evaluate the classifiers’ performance. We use synthetic minority oversampling technique (SMOTE), SMOTEBoost and SMOTEBagging to account for the data imbalance issue. In order to give managers enough time to develop strategies and take the necessary actions to reduce the likelihood of failing, we use 20 financial indicators collected 4 years before the last available date about each firm. Our findings show that embedding SMOTE into boosting and bagging algorithms is better than preprocessing data using SMOTE before learning the classifier. According to the sensitivity analysis, research and development expense is the most significant predictor of firm failure followed by net sales and total revenue. Our results can be used by managers as a decision support tool to identify high-risk firms at an early stage and take the necessary actions to prevent a firm from failing. The early prediction of firm failure will allow software firms to modularize their products or services into specific “features” and offer them as “digital services” using new business models or combine these services with partner firms’ services to create new products and address evolving customer expectations. Moreover, the early prediction of firm failure in the software industry calls on firms, both new and those in the growth stage, to componentize their design for adaptability and to build agility in the way firms use their resource mix to address both market gaps as well as operational gaps.
Yazan F. Roumani; Joseph K. Nwankpa; Mohan Tanniru. Predicting firm failure in the software industry. Artificial Intelligence Review 2019, 53, 4161 -4182.
AMA StyleYazan F. Roumani, Joseph K. Nwankpa, Mohan Tanniru. Predicting firm failure in the software industry. Artificial Intelligence Review. 2019; 53 (6):4161-4182.
Chicago/Turabian StyleYazan F. Roumani; Joseph K. Nwankpa; Mohan Tanniru. 2019. "Predicting firm failure in the software industry." Artificial Intelligence Review 53, no. 6: 4161-4182.
Customers are demanding services using evolving technologies, and firms need agility in the way systems are designed and delivered to quickly meet customer expectations. Such agility is in fact an organizational capability where a combination of internal and supplier/partner resources allow firms to quickly create customer value propositions and deliver value through digital services, that is, services using advanced digitization. Leadership that enables such a customer-centric and service-driven culture using technology is referred to as digital leadership. This chapter develops a 10-step methodology not only to show how an innovative value proposition moves from conception to implementation using an agile system and business architecture, but also to lead to the next set of innovations for review. This methodology, developed over four years iteratively using over 100 graduate student projects, is briefly illustrated through two case examples.
Mohan R Tanniru. Digital Leadership. Management of Information Systems 2018, 1 .
AMA StyleMohan R Tanniru. Digital Leadership. Management of Information Systems. 2018; ():1.
Chicago/Turabian StyleMohan R Tanniru. 2018. "Digital Leadership." Management of Information Systems , no. : 1.
Community health workers (CHWs) have a longstanding role in improving the health and well-being of underserved populations in resource-limited settings. CHWs are trusted in the communities they serve and are often able to see through solutions on community challenges that outside persons cannot. Notwithstanding, such solutions often must be low-cost, easily implementable, and permit knowledge gaps among CHWs to be filled via appropriate training. In this sense, use of cost-effective information technology (IT) solutions can be key to increasing access to knowledge for these community agents. This paper highlights insights gleaned from a pilot study performed in Detroit, Michigan with a group of CHWs in basic grant-writing training via an e-platform, the Community Health Innovator Program (CHIP). The results are discussed within the context of learning theory. It is concluded that e-platforms are necessary for CHWs to leverage knowledge from multiple sources in an adaptive environment towards addressing ever-evolving global health challenges.
Tyler Prentiss; John Zervos; Mohan Tanniru; Joseph Tan. Community Health Workers (CHWs) as Innovators. International Journal of Healthcare Information Systems and Informatics 2018, 13, 15 -28.
AMA StyleTyler Prentiss, John Zervos, Mohan Tanniru, Joseph Tan. Community Health Workers (CHWs) as Innovators. International Journal of Healthcare Information Systems and Informatics. 2018; 13 (1):15-28.
Chicago/Turabian StyleTyler Prentiss; John Zervos; Mohan Tanniru; Joseph Tan. 2018. "Community Health Workers (CHWs) as Innovators." International Journal of Healthcare Information Systems and Informatics 13, no. 1: 15-28.
Jiban Khuntia; Dobin Yim; Mohan Tanniru; Sanghee Lim. Patient empowerment and engagement with a health infomediary. Health Policy and Technology 2017, 6, 40 -50.
AMA StyleJiban Khuntia, Dobin Yim, Mohan Tanniru, Sanghee Lim. Patient empowerment and engagement with a health infomediary. Health Policy and Technology. 2017; 6 (1):40-50.
Chicago/Turabian StyleJiban Khuntia; Dobin Yim; Mohan Tanniru; Sanghee Lim. 2017. "Patient empowerment and engagement with a health infomediary." Health Policy and Technology 6, no. 1: 40-50.
Along the way, acquire technical expertise and a master's degree, even while changing positions and companies.
Daniel J. Mazzola; Robert D. St. Louis; Mohan Tanniru. The path to the top. Communications of the ACM 2017, 60, 60 -68.
AMA StyleDaniel J. Mazzola, Robert D. St. Louis, Mohan Tanniru. The path to the top. Communications of the ACM. 2017; 60 (3):60-68.
Chicago/Turabian StyleDaniel J. Mazzola; Robert D. St. Louis; Mohan Tanniru. 2017. "The path to the top." Communications of the ACM 60, no. 3: 60-68.
Objective: To determine the correlation between individual patient experience dimensions and overall patient satisfaction using text-based analysis of subjective comments of patients treated in emergency departments. Methods: Open-ended comments from 331 patients who visited the emergency departments of 4 hospitals were used for coding different dimensions of patient experience. Regression coefficients were calculated to assess the relationships between dimensions of patient experiences with overall satisfaction. Results: Positive and negative experience of nursing, communications, and infrastructure influence the overall satisfaction. Positive experience attributes of overall care quality influence overall satisfaction, whereas negative experience of the same does not have any influence. Further, experiences of interactions with doctors and scheduling do not have any effect on overall satisfaction in emergency departments. Conclusions: Emergency departments may get higher overall patient evaluations by focusing on positive aspects of care, nursing, communication, and infrastructure attributes. Doctors and scheduling (emergency) may be considered as expected quality attributes and so not surprising that they did not play a role in overall satisfaction.
Mohan Tanniru; Jiban Khuntia. Dimensions of Patient Experience and Overall Satisfaction in Emergency Departments. Journal of Patient Experience 2017, 4, 95 -100.
AMA StyleMohan Tanniru, Jiban Khuntia. Dimensions of Patient Experience and Overall Satisfaction in Emergency Departments. Journal of Patient Experience. 2017; 4 (3):95-100.
Chicago/Turabian StyleMohan Tanniru; Jiban Khuntia. 2017. "Dimensions of Patient Experience and Overall Satisfaction in Emergency Departments." Journal of Patient Experience 4, no. 3: 95-100.
In healthcare settings knowledge exchange among important stakeholders such as doctors, family and patients, and other care providers is a critical imperative. However, such a community modelled approach is missing, limited in scope or its business value not well understood. In this study, the authors illustrate the value potential and subsequent development of a business model for knowledge exchange within the healthcare delivery model outside a hospital setting. Specifically, they illustrate how Synchronous Video Consultation with social media features, in a staged approach, can support knowledge exchange among a network of community health care professionals who address global health disparities and sustain this exchange through resource generation. The authors discuss the contributions and implications of the proposed framework towards value creation in a collaborative setting in general and suggest opportunities for future research.
Jiban Khuntia; Mohan Tanniru; John Zervos. Extending Care Outside of the Hospital Walls. Public Health and Welfare 2017, 603 -620.
AMA StyleJiban Khuntia, Mohan Tanniru, John Zervos. Extending Care Outside of the Hospital Walls. Public Health and Welfare. 2017; ():603-620.
Chicago/Turabian StyleJiban Khuntia; Mohan Tanniru; John Zervos. 2017. "Extending Care Outside of the Hospital Walls." Public Health and Welfare , no. : 603-620.
An operating room that has grown continuously has encountered managerial problems. Just a few years ago, there were 7 operating rooms performing annually about 3400 cases. The hospital has built 5 additional operating rooms with a staff of 11, and around 6000 cases will be performed by the end of this fiscal year.
Steven D. Boggs; Mitchell H. Tsai; Mohan Tanniru. Will Operating Rooms Run More Efficiently When Anesthesiologists Get Involved in Their Management? You’re Wrong, I’m Right 2016, 43 -47.
AMA StyleSteven D. Boggs, Mitchell H. Tsai, Mohan Tanniru. Will Operating Rooms Run More Efficiently When Anesthesiologists Get Involved in Their Management? You’re Wrong, I’m Right. 2016; ():43-47.
Chicago/Turabian StyleSteven D. Boggs; Mitchell H. Tsai; Mohan Tanniru. 2016. "Will Operating Rooms Run More Efficiently When Anesthesiologists Get Involved in Their Management?" You’re Wrong, I’m Right , no. : 43-47.
Research has associated intensive care unit (ICU) readmissions with increased risk of morbidity and mortality. Readmitted patients are also exposed to complications as they are transferred between hospital units. Moreover, due to their unexpected nature, readmissions increase ICU costs and the complexity of managing ICUs. Existing studies on ICU readmissions have mainly used logistic regression for identifying patients who are more likely to be readmitted. However, such studies do not account for the imbalanced nature of the data where the class of interest (readmitted patients) is the minority group. This paper empirically compares three approaches for handling the imbalanced ICU readmissions data: misclassification cost ratio, synthetic minority oversampling technique (SMOTE), and random under-sampling. We used three classification techniques for identifying patients who are more likely to be readmitted to the ICU within the same hospital stay: support vector machines, C5.0, and logistic regression. We evaluated the classification performance of the three methods using recall, specificity, accuracy, F-measure, G-mean, confusion entropy, and area under the receiver operating characteristic curve. Our results showed that SMOTE is the best approach for addressing the imbalanced nature of the data. The sensitivity analysis identified prolonged ventilation, renal failure, and pneumonia as the top three predictors of ICU readmissions. Our findings can be used to develop a decision support tool to help ICU clinicians and administrators in identifying patients who are more likely to be readmitted and hence provide the patients with the appropriate care to minimize their risk of readmission.
Yazan F. Roumani; Yaman Roumani; Joseph Nwankpa; Mohan Tanniru. Classifying readmissions to a cardiac intensive care unit. Annals of Operations Research 2016, 263, 429 -451.
AMA StyleYazan F. Roumani, Yaman Roumani, Joseph Nwankpa, Mohan Tanniru. Classifying readmissions to a cardiac intensive care unit. Annals of Operations Research. 2016; 263 (1-2):429-451.
Chicago/Turabian StyleYazan F. Roumani; Yaman Roumani; Joseph Nwankpa; Mohan Tanniru. 2016. "Classifying readmissions to a cardiac intensive care unit." Annals of Operations Research 263, no. 1-2: 429-451.
Digitization to support services is an evolving phenomenon in a service-driven economy. While initiation and infusion of digitization in services may be relatively easy, the appropriation of value from such digitization is difficult. The digitization of services, represented as service objects, has to be modular and configurable to support business agility in order to assess viability and create value. While modularization of service objects is well established in existing literature, its ability to support business agility is not explored in the literature. In this study, we propose a concept of digital leadership that links service objects, represented in a service system architecture designed to support digital services, with various components of a business architecture for business agility in a changing business and technology landscape. We provide a definition of service objects to represent digital services, its associated characteristics, and how these service objects contribute to business agility. The concept is applied to a patient room digitization case operationalized under the theme of a service robot.
Mohan Tanniru; Jiban Khuntia. Digital Leadership Through Service Computing: Agility Driven by Interconnected System and Business Architectures. Business Information Systems 2016, 112 -125.
AMA StyleMohan Tanniru, Jiban Khuntia. Digital Leadership Through Service Computing: Agility Driven by Interconnected System and Business Architectures. Business Information Systems. 2016; ():112-125.
Chicago/Turabian StyleMohan Tanniru; Jiban Khuntia. 2016. "Digital Leadership Through Service Computing: Agility Driven by Interconnected System and Business Architectures." Business Information Systems , no. : 112-125.