Table 2 Classification of capabilities according to the level of complexity[50]
Level | Type of capabilities | Definition | Examples related to KM |
|---|---|---|---|
Zero-order | Resources | Stocks of available factors that are owned or controlled by the organisation [57] | Access to evidence |
Protected time of the clinical staff to get involved in service improvement | |||
Funds provided by external KM programmes | |||
First-order | Ordinary capabilities | Abilities to deploy resources to fulfil relatively simple tasks | Using a case-finding tool to identify all patients with a certain chronic condition in the general practice system |
Second-order | Core capabilities | Bundles of an organisation’s resources and first-order capabilities which are strategically important to achieving its objectives at a certain point in time | Undertaking audit and feedback of chronic disease registers in order to improve evidence-based management of patients and increase financial gains of the general practice |
Third-order | Dynamic capabilities | Abilities to constantly integrate, reconfigure, renew and reconstruct an organisation’s resources and core capabilities in response to the changing environment | Ability to change the way audit and feedback is conducted in response to the changing research evidence and/or performance targets |
Ability to incorporate new research evidence, health improvement methodologies and other forms of knowledge to modify existing and design new KM projects | |||
Ability to design a new register verification tool enabling a quicker and hence more cost-effective way of conducting audit and feedback |