درخت حوزه‌های تخصصی

Leveraging supplementary technology such as Blockchain has the potential to alter the stakeholders involved in a system. Paying attention to stakeholders is one of the main pillars of developing a system. Evidence has shown that Blockchain can solve existing challenges and add new capabilities. These actions will change the stakeholders of PHR. If a value is different for everyone, at the first stage, stakeholders should be identified, and that is our goal in this study. The research adhered to the guidelines outlined in the PRISMA statement. To this end, the study utilized databases including MEDLINE, ScienceDirect, and Google Scholar for English language articles, while the "iranjournals.nlai.ir" database was accessed for Persian language articles. Finally, 35 articles were chosen from searching databases, and six extra articles were selected from reviewing the final articles' references. Stakeholders were categorized into 15 groups. The patient (individual) was identified as the most frequent stakeholder (41 times), and infrastructure providers and the token exchange market were mentioned once each. The usage type is categorized into four groups: direct user interaction, data user, impact user, and financial beneficiaries, comprising six, eight, four, and four stakeholders, respectively. Patients (individuals) use the four groups, and health care providers, policymakers, hospitals, and the government each use two groups. Intelligent contracts are neglected in PHR, which can significantly impact the motivation and creation of incentives for using different stakeholders. The grouping presented here can be used in the preparation of the business model of PHR based on Blockchain. Data has the most usage for stakeholders and strengthens and supports investments in technologies such as Blockchain as an infrastructure for creating data markets, new business models, and creating value.

To ensure the continuity of the training activity within the framework of the specific precau-tions for the Covid 19 health crisis , the regional centers for training and education profes-sions, such as universities and schools, have radically reversed their training strategy, from face-to-face training to alternating training mode known as `` hybrid training mode '', the training of which is provided remotely one week and face-to-face during the following week and vice versa. In this sense, digital platforms of social networks and videoconferencing soft-ware have been mobilized to succeed in the mission of trainers.  The objective of this article is to verify the contribution of videoconferencing software '' on training practices on the one hand and on the development of trainees' skills on the other hand, in order to trace a training methodology based on technological choices aimed at guar-anteeing maximum socio-professional performance. Finally, we confirm that despite the satisfaction of the majority of trainees 87% with respect to the advantages of videoconferencing tools in the process of assessing skills, technical, spa-tiotemporal and organizational disparities were noted among trainers compared to the use of digital tools in the evaluation (only 53% agree), or also in relation to the transition from one technological choice to another.