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Article
Publication date: 28 March 2022

Ashley J. Maister, Caitlin McCarthy, Lee G. Ruszczyk, Rachael Evans and Megan E. Maroney

Integrated health care occurs when specialty and general care providers work together to address both the physical and mental health needs of their patients. The Substance Abuse…

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Abstract

Purpose

Integrated health care occurs when specialty and general care providers work together to address both the physical and mental health needs of their patients. The Substance Abuse and Mental Health Services Administration model of integration is broken into six levels of coordinated, co-located and integrated care. Our institution offers both co-located and integrated care among eight clinic sites. The care team is typically composed of the primary care provider, nurse and medical assistant, but other professionals may be introduced based on the patient’s medical and psychiatric conditions. The purpose of this prospective, quality improvement study was to compare the rates of adherence to long-acting injectable antipsychotics (LAIAs) between both types of integrated primary care settings at our institution. The comparison of the two settings sought to determine which environment provides improved outcomes for patients with serious psychiatric illnesses. Additionally, we aimed to assess the quality of medication-related monitoring and care team composition between care settings, and the ability of pharmacists to deliver interprofessional care team training and education on LAI use in clinical practice.

Design/methodology/approach

Subjects were identified and included in the study if they had received primary care services from our institution within the previous 12 months. Patient demographic and laboratory variables were collected at baseline and when clinically indicated. The rates of adherence between care settings were assessed at intervals that align with the medication’s administration schedule (e.g. every four weeks). Medication-related monitoring parameters were collected at baseline and when clinically indicated. The interprofessional care team completed Likert scale surveys to evaluate the pharmacist’s LAIA education and training.

Findings

There was not a statistically significant difference detected between integrated primary care settings on the rates of adherence to LAIAs. Additionally, there was not a statistically significant difference between rates of adherence to medication-related monitoring parameters or the effect of the patient treatment team composition. There was a statistically significant difference between pre- and post-session survey scores following interprofessional education and training provided by a pharmacist.

Originality/value

Because overall rates of adherence were low, both primary care settings were found to be equivalent. Our study may have been underpowered to detect a difference in the primary endpoint because of the small sample size. However, our study demonstrates that interprofessional education and training may lend itself to changes in practice, which is evident by the clinically significant relative increase in adherence. The Henry J. Austin Health Center network will be implementing a standard operating procedure regarding LAIA management within the primary care setting. Further studies are needed to assess a larger number of patients between both types of primary care settings, as well as the impact of the clinical psychiatric pharmacist as a member of the treatment team.

Details

Journal of Integrated Care, vol. 30 no. 3
Type: Research Article
ISSN: 1476-9018

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Article
Publication date: 7 May 2019

Gerald Oeser

The square root law (SRL) is a popular model for assessing inventory levels when changing the number of warehouses. Previous empirical research, however, has shown that mostly its…

404

Abstract

Purpose

The square root law (SRL) is a popular model for assessing inventory levels when changing the number of warehouses. Previous empirical research, however, has shown that mostly its underlying assumptions do not hold in practice. This sparks the question how inaccurate the SRL’s results are. The paper aims to discuss this issue.

Design/methodology/approach

In 26 company cases of reducing the number of warehouses, the estimation error of the SRL is analysed irrespective of its underlying assumptions.

Findings

The analysis reveals an average estimation error for total inventory of 27.85 per cent (median=27.84 per cent), but a high variability across the cases. The SRL seems to mostly overestimate inventory savings from centralisation and inventory increases from decentralisation. Managers should only use the SRL if inventory depends on the number of warehouses in their situation, i.e. if they use the economic order or production quantity policy and safety factor approach. Suggestions for coping with the SRL’s estimation error are given.

Research limitations/implications

This paper is based on the 26 cases that could be found in a thorough literature review in the ten most widely spoken languages and that contained or allowed to deduce the necessary information. In order to enable wider generalisations, this sample could be extended.

Originality/value

Most past research has been more theoretical in nature. This research is the first to investigate the SRL’s estimation error using a variety of company cases and how to cope with this error.

Details

International Journal of Retail & Distribution Management, vol. 47 no. 3
Type: Research Article
ISSN: 0959-0552

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Article
Publication date: 14 May 2020

Elyria Kemp, Elten Briggs and Nwamaka A. Anaza

Researchers and practitioners have traditionally maintained that organizational buying requires rational decision-making. However, individuals at organizations make decisions…

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Abstract

Purpose

Researchers and practitioners have traditionally maintained that organizational buying requires rational decision-making. However, individuals at organizations make decisions daily applying a confluence of rationalizations and emotions. This study aims to address the roles of personal feelings, facts and emotional advertising content in the organizational decision-making process.

Design/methodology/approach

In two studies, the authors apply both qualitative and quantitative methods to explore emotional and cognitive reactions to advertising. In Study 1, depth interviews were conducted with marketing and advertising content developers from a Fortune 100 technology company. In Study 2, a web-based survey was sent out to a Fortune 100 company’s buyer panel.

Findings

Results suggest that advertising using emotion-based themes helps to foster brand engagement tendencies and advocacy for a brand. Findings also demonstrate that organizational status (C-level executive’s vs non-C-level employees) moderates the relationship between buyers’ reliance on facts and their receptivity to advertising using emotion-based themes, such that reliance on facts increases the appeal of emotional advertising.

Research limitations/implications

This research contributes to the organizational buying literature by addressing the dearth of research on the role of emotions in organizational decision-making and providing insight into the role of advertising in business-to-business (B2B) decision-making.

Practical implications

These results imply that advertising incorporating emotion-based themes provide meaningful information to B2B buyers and is especially effective when targeted at buyers at higher levels in an organization.

Originality/value

B2B buying behavior has traditionally been considered a rational undertaking. This research explores how decision-making orientation and the presence of advertising using emotion-based themes help to foster engagement and advocacy for the brand.

Details

European Journal of Marketing, vol. 54 no. 7
Type: Research Article
ISSN: 0309-0566

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