PubMed · 11151612
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J S Kowalik, R M Abarbanel. 2000. High performance distributed computing: an introduction.. https://pubmed.ncbi.nlm.nih.gov/11151612/
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CONTEXT: To compare telephone, fax, and e-mail methods of prodding tardy reviewers. METHODS: Randomized trial conducted January 1998 through June 1999 at the main editorial office of Obstetrics & Gynecology. Reviewers who had failed to file reviews by 28 days after being sent manuscripts (7 days after deadline) were sent identical messages in oral (telephone) or written (fax and e-mail) form inquiring as to the status of review, asking for its completion as soon as possible, and requesting it be sent by fax or e-mail. RESULTS: Of 378 reviewers, proportions returning reviews within 7 days were essentially identical: telephone, 85 (68%) of 125; fax, 86 (67%) of 129; and e-mail, 84 (67%) of 124 (P =.59). In the two thirds who responded, the mean time to return reviews did not differ among the 3 groups. CONCLUSION: Contacting tardy reviewers resulted in a review being received within 7 days in about two thirds of cases, and it made no difference if the contact was made by telephone, fax, or e-mail.
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BACKGROUND: Many physicians are transitioning from paper to electronic formats for billing, scheduling, medical charts, communications, etc. The primary objective of this research was to identify the relationship (if any) between the software selection process and the office staff's perceptions of the software's impact on practice activities. METHODS: A telephone survey was conducted with office representatives of 407 physician practices in Oregon who had purchased information technology. The respondents, usually office managers, answered scripted questions about their selection process and their perceptions of the software after implementation. RESULTS: Multiple logistic regression revealed that software type, selection steps, and certain factors influencing the purchase were related to whether the respondents felt the software improved the scheduling and financial analysis practice activities. Specifically, practices that selected electronic medical record or practice management software, that made software comparisons, or that considered prior user testimony as important were more likely to have perceived improvements in the scheduling process than were other practices. Practices that considered value important, that did not consider compatibility important, that selected managed care software, that spent less than 10,000 dollars, or that provided learning time (most dramatic increase in odds ratio, 8.2) during implementation were more likely to perceive that the software had improved the financial analysis process than were other practices. CONCLUSION: Perhaps one of the most important predictors of improvement was providing learning time during implementation, particularly when the software involves several practice activities. Despite this importance, less than half of the practices reported performing this step.