Higher Institute of Nursing Professions and Technical Health, Fez, Morocco.
Faculty of Letters and Human Sciences Dhar El Mehraz, Sidi Mohamed Ben Abdellah University, Fez, Morocco.
https://orcid.org/0000-0003-1854-4906
bMinistry of Health and Social Protection, Higher Institute of Nursing Professions and Technical Health, Fez, annex of Meknes, Morocco
cSociology and Psychology Laboratory, Faculty of Letters and Human Sciences Dhar El Mehraz, Sidi Mohamed Ben Abdellah University, Fez, Morocco
Faculty of Medicine, Pharmacy, and Dental Medicine Sidi Mohamed Ben Abdellah University, Fez, Morocco.
dLaboratory of Epidemiology and Research in Health Sciences, Faculty of Medicine, Pharmacy, and Dental Medicine Sidi Mohamed Ben Abdellah University, Fez, Morocco.
Higher School of Technology, Moulay Ismail University, Meknes, Morocco.
Research Team: Finance, Auditing, and Organizational Management, Higher School of Technology, Moulay Ismail University, Meknes, Morocco
Higher Institute of Nursing Professions and Technical Health, Fez, annex of Meknes, Morocco.
Ministry of Health and Social Protection, Higher Institute of Nursing Professions and Technical Health, Fez, annex of Meknes, Morocco
Higher Institute of Nursing Professions and Technical Health, Fez, annex of Meknes, Morocco.
2Ministry of Health and Social Protection, Higher Institute of Nursing Professions and Technical Health, Fez, annex of Meknes, Morocco
5Laboratory of Natural Resources, Health, and Environment, Departement of Biology, Faculty of Sciences, Moulay Ismail University, Meknes, Morocco
Higher Institute of Nursing Professions and Technical Health, Fez, annex of Meknes, Morocco.
2 Ministry of Health and Social Protection, Higher Institute of Nursing Professions and Technical Health, Fez, annex of Meknes, Morocco
6 Laboratory of Biostatistics, Clinical, Research and Epidemiology, Faculty of Medicine and Pharmacy, Mohammed V University, 10100 Rabat, Morocco
Faculty of Medicine and Pharmacy, Mohammed V University, Impasse Souissi, Rabat, Morocco.
hCentre for Doctoral Studies "Life and Health Sciences,” Drug Sciences Formation, Laboratory of Pharmacoeconomics and Pharmacoepidemiology, Faculty of Medicine and Pharmacy, Mohammed V University, Impasse Souissi, Rabat, Morocco
Higher School of Technology, Sidi Mohamed Ben Abdellah University, Morocco.
1Laboratory for Research in Management, Marketing, International Logistics, and Finance, Higher School of Technology, Sidi Mohamed Ben Abdellah University, BP 2427, 30000 Fez, Morocco
Higher School of Technology, Sidi Mohamed Ben Abdellah University, Morocco.
Laboratory for Research in Management, Marketing, International Logistics, and Finance, Higher School of Technology, Sidi Mohamed Ben Abdellah University, BP 2427, 30000 Fez, Morocco
The rapid expansion of electronic medical record (EMR) implementation in hospital setting has profoundly transformed healthcare systems worldwide and strengthened their role in the management of healthcare facilities. This transition requires continous assessment to identify the opportunities and challenges associated with EMR adoption. This study aims to summarize the impact of electronic medical record (EMR) adoption on healthcare providers’ performance and identify the factors contributing to the successful implementation of EMR in hospital settings. A comprehensive search was conducted across four databases (Medline, Scopus, Web of Science, Science Direct) and one website (Google Scholar) to identify articles published between 2013 and 2023. Inclusion criteria were open-access, original, peer-reviewed articles written in English that evaluated the impact of EMR adoption on healthcare providers in hospital settings. The quality of the included studies was assessed using the Joanna Briggs Institute critical appraisal checklist and the Critical Appraisal Skills Programme checklist. Extracted data were summarized through a qualitative narrative synthesis. A total of 63 studies met the inclusion criteria. Findings were organized using the Human-Organization-Technology Fit model. We identified 21 clinician performance outcomes (primary outcomes) and 72 critical factors (secondary outcomes) that influence the adoption of EMR systems. These factors are categorized into four dimensions: technological (32 factors), human (18 factors), organizational (15 factors), and environmental (7 factors). Although EMR adoption offers significant potential benefits, healthcare providers report several factors that hinder effective implementation. The knowledge presented in this review is intended for policymakers and managers to better manage the implementation projects of EMR or other health information systems.

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