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With the theme “Fostering Research Integrity in an Unequal World”, the conference aims to be relevant to research integrity (RI) stakeholders across all disciplinary fields from the basic and applied natural and biomedical sciences to the humanities and social sciences. RI stakeholders include researchers, institutional leaders, national and international policy makers, funders, among others.

Important dates
Deadline for abstract submission & travel grant applications – 15 October2021
Notifications of acceptance of abstracts & travel grant applications – 15 February 2022
All accepted presenters must register before the deadline of the early registration – 15 March 2022

Abstract Submission

General Information
Submission of abstracts is now invited for presentation at the 7th World Conference on Research Integrity (7th WCRI). You may submit a maximum of 3 abstracts.

The abstracts must be written in English. All oral and poster presentations must be given in English and no translation service will be provided during the conference. Oral presentations will be made during concurrent sessions.

Oral presentations by participants in an early stage of their career (< 5 yrs post-education) will be according to the Pecha Kucha format, grouped together in a number of concurrent sessions and be considered for the Presentation Award.

Other oral presentations will be 10 minutes plus 5 minutes for discussion.

Posters will be displayed during the conference. At least one of the authors, preferably the first author, is expected to be in attendance during the poster walk (short pitches and discussion) in which the poster is included and as much as possible during the coffee and lunch breaks.

Authors : Taylor Johansen (Canada), Emil Ackerman (Finland), Morenike Abidakun (Nigeria), Kushal Kadakia (United Kingdom), Alison Curfman (United States). Reviewed by Laura Lahuerta Valls and Omar Rodríguez Forner (YEL Alumni, Spain)

INTRODUCTION

Digital technologies are being implemented rapidly in healthcare systems around the world, offering potential benefits to streamline care coordination and improve population health. The World Health Assembly Resolution on Digital Health has recognised the value of digital technologies in advancing health aims of its Sustainable Development Goals (WHO, 2021). For example, in the United States, the use of telehealth has grown by 3800% since the beginning of the Covid-19 pandemic (Bestsennyy et al., 2021), which has enabled care continuity despite restrictions on in-person visits to healthcare facilities. However, challenges ranging from adequate coverage to equitable access remain, and must be addressed to avoid unintended consequences. For example, cyber-attacks, data breaches (e.g. the recent ransomware attack on Ireland’s health records (BBC, 2021)), fraud, and abuse (e.g., the rise in false virtual billing claims in the US (Muchmore, 2020)), can all cast a shadow on the successful growth of digital technologies.

Regardless of healthcare system type or geography, similar systemic changes have been observed, from the fourth industrial revolution (Industry 4.0) to increasingly digitally-native generations. Changes in technology availability, consumer habits, environmental needs, and the unrestrained flow of information can all create pressure for healthcare organizations to ride the wave of digitalisation with its attractive promises.

This article offers a simple framework for examining the benefits and drawbacks of digital and technology-driven transformations in healthcare. Selected benefits and drawbacks are discussed within the context of the framework.

THE SOFT FRAMEWORK

Digital transformations will continue to cascade through industries, including healthcare. Each change can itself give rise to a chain of events that can impact user experience, professional scope of practice, accessibility, and so on. With so many potential knock-on effects, which are not always positive, it is useful to organize one’s thoughts when contemplating digital transformation. This article presents the SOFT framework, which we have developed; a tool for operational managers to use in their leadership practice. S.O.F.T stands for Social, Operational, Financial, and Technical – each, an axis of perspective.

The Social dimension refers to the human factors that should be considered. How will the patient experience change? What will clinicians/employees feel about transformation? Will introducing technological advancement help or hinder human communication and trust? One of healthcare’s fundamental tenets is the establishment of therapeutic relationships between patients and their providers; these nuanced  social dynamics must be considered in relation to digitalisation. The Operational dimension refers to the mechanics of the healthcare business. Will key performance indicators change? Where does digital transformation sit in relation to corporate strategy? In tandem with considering operational logistics, Financial implications must be evaluated. What kind of investment is required? How will short and long-term resource utilization be affected? Finally, Technical scenarios should be played forward. Does the digital transformation compromise data security? Will it cause a digital health equity divide?