. 2019 Aug 22;26(1):e100080. doi: 10.1136/bmjhci-2019-100080

Table 2.

Citation exemplars of physician leadership and health information exchange literature

Theme	Citation	Reference
Infuse value proposition.	‘Although there are several proximate causes for the project’s slow progress—HCF grant money, lack of community leadership, vendor limitations, and the duration of the process—the main underlying cause was lack of a compelling value proposition for Santa Barbara organizations.’ (p 573)	Miller and Miller, 2007¹⁹
Infuse value proposition	‘With a $50 million financial contribution from Blue Cross Blue Shield of Massachusetts and physician leadership and support from the Massachusetts chapter of the American College of Physicians and the Massachusetts Medical Society, MAeHC launched pilot projects in three Massachusetts communities in May 2005 to demonstrate the costs and benefits of EHR and HIE and also to evaluate options for extending implementation statewide.’ (p 436)	Tripathi, et al, 2009²¹
Gain buy-in from other physicians.	‘In recognition of the importance of physician leadership to the initiative, a physician was elected chair of the MAeHC, followed by the hiring of a nonphysician chief executive officer with experience in clinical data exchange and a chief operating officer physician executive on loan from BCBSMA.’ (p 133)	Goroll, et al, 2009³³
Promote involvement and buy-in.	‘Rudimentary forms of exchange can support some of HITECH’s goals, but it will take considerably more to conceptualize, gain buy-in, and implement the robust system of exchange that the legislation seeks.’ (p 518)	Gold, et al, 2012³⁴
Address trust issues.	‘Solidarity and trust were common themes in practice interviews, and social networks appeared to play a strong role as facilitators of adoption.’ (p 127)	Ross, et al, 2010³¹
Promote involvement and buy-in.	‘These three organizations built a coalition of thirty-four nonprofit organizations, which represent the entire healthcare delivery chain in Massachusetts—from healthcare purchasers to insurers to providers to patients—that now constitutes the collaborative’s board of directors.’ (p 346)	Mostashari, et al, 2009³⁵
Internal trust, promoting and building support.	‘Regular face-to-face meetings with stakeholders working in other participating organizations is key to building trust.’ (p 148)	Heath, et al, 2017¹
Address competition and trust issues.	‘To gain trust, leaders decided not to try to achieve an end-state with their initial investments but instead to focus on a small and highly restrictive set of tasks that would prove the concept in more general terms.’ (p 53) ‘As was the case 10 years earlier during the failed CHIN effort, competition among providers was high and there were significant degrees of distrust among the members—with one another, with the state, and with Vanderbilt.’ (p 53)	Frisse, 2010²²
Promoting and building support.	‘The lack of importance given to data in decision making, corruption and insecurity, lack of training and poor infrastructure were considered to be major challenges to implementing HIE, but strong leadership and clear policy direction coupled with the ﬁnancial support to acquire essential technology, improve the communication network, and provide training for staff all helped to promote implementation.’ (p 1310)	Akhlaq, et al, 2016³⁶

EHR, electronic health record; HIE, health information exchange; HITECH, Health Information Technology for Economic and Clinical Health Act; MAeHC, Massachusetts eHealth Collaborative.