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This research examines the importance of a set of underlying variables, such as willingness of the supplier to adapt to the dealer, built‐up relationship bonds, costs of terminating the relationship, level of shared values, formal and informal communication between the participating parties, opportunistic behavior by the supplier and perceived level of satisfaction in the relation‐ship, for achieving high trust and commitment within a supplier‐dealer relationship. Data for the analysis are generated from 114 purchasing managers at Swedish lumber dealers, an industry where collaborative relation‐ships are not very developed, but considered necessary for future success. Methodology is described and results are discussed. Concludes that companies trying to achieve high trust and commitment relationships, should create high satisfaction relationships, by decreasing their opportunistic behavior, adjusting to the needs of the other part, and developing shared values.

Banking has traditionally operated in a relatively stable environment for decades. However, today the industry is facing dramatically aggressive competition in a new deregulated environment. Positioning is an attempt to distinguish the bank from its competitors along real dimensions in order to be the most preferred bank for a certain market segment or prospect. A key way to build a strong competitive position is through @ management, IT and product/service quality and differentiation. Evaluation of the relationship between quality, and positioning requires an understanding and examination of the elements of service quality relative to the operations strategy. The main objectives of this study are to develop theoretically and empirically an understanding of the relationship between service quality and bank strategic positioning. The present research surveyed how Swedish commercial banks have been selected and perceived from the point of view of their customers in relation to their competitors in the marketplace.

Increased attention has been paid to the question of how to build stable and long‐term working relationships between suppliers and dealers. This study proposes a conceptual model including behavioral dimensions of supplier‐dealer relationships and presents hypotheses about how to achieve satisfactory inter‐organizational relationships. Satisfaction is the consequence of working relationships focused upon in our model. The model is an empirical assessment of the relationship between Swedish lumber dealers and their suppliers. T‐test evidence suggests that all proposed critical variables, with the exception of coercive power, are of significant importance for achieving a high rate of perceived relationship satisfaction, regardless of whether the relationship is characterized by a high or a low level of trust and commitment. A good reputation, close relationship and positive relationship benefits are key variables for the achievement of high satisfaction in a “high‐trust and commitment relationship”. Results also indicate that it is possible to achieve a high satisfaction level even when the supplier‐dealer trust and commitment are lacking.

The globalisation of western countries creates large forces with which to compete. States that Islamic/Arab countries often compete with each other rather than forging strong partnerships. Attempts to outline the strategy needed to achieve the Arab shared objective of co‐operation and peaceful existence. Builds on existing research and presents a theoretical, conceptual and empirical discourse based on recent developments in economics and relationship management and marketing theories using semi‐structured interviews. Discusses the barriers to success and makes recommendations for change such as an Arab Common market.

Attempts to address how organizations are responding to the growing complexities of global business, technology, and virtual organizations. Argues that organizations can co‐operate and compete at the same time in order to be more effective in the marketplace utilizing a relationship perspective. This is why we have integrated the concepts cooperation and effectiveness, to create the new “co‐opetive” terminology. An ecological collaborative value system (CVS) has been developed. The behaviour of the system is affected by the condition of its components, and the system components are affected by environmental conditions. CVS suggests that customers, suppliers, distributors, competitors, and other organizations are equal partners in the system. Argues that it is imperative for a successful alliance and relationship between the collaborators to communicate and cooperate in an atmosphere of frank debate, trust, interdependence, and mutual positive expectation so that the mutual benefits and interests may be achieved. This mechanism may enable each component of the system to monitor its performance and to adjust its operation to ensure uniform quality of its input‐output. In short, it may allow the system to learn, adapt and evolve.

The purpose of this paper is to identify the shortcoming of a health-care institution to reduce the medical errors (MEs) which lead to the increase of physicians and patients relationship.

Total relationship management (TRM) emphasizes the totality and the holistic nature of a relationship. It includes five generic quality dimensions (5 Qs) and measurements. 5 Qs will be used in the paper to identify the shortcoming of a health-care institution, identify and reduce the MEs which lead to the increase of the patient safety and doctors and patients satisfaction.

The paper shows that there is a need for a health-care system response to error that moves the system toward being as fail-Zero tolerant and failsafe as possible rather than one that blames the clinician who may have erred.

The proposed 5 Qs model consists of some generic integrated dimensions.

Teamwork practice, holistic view and integration of different competences and recourses will allow the support of information systems, the collection of evidence about care, and efforts for continuous quality improvement.

This research attempts to contribute to the previous academic studies and knowledge in quality of medical and health care by reducing the MEs and increasing patient safety.

The 5 Qs can be used as diagnostic instrument to identify and understanding of how MEs and AEs occur and suggest prevention strategies to reduce patient severity and dissatisfaction. The main goal of such prevention strategies is to reduce the probability of error occurrence and increase the probability that the error would be remedied before an inadvertent injury occurred.

The purpose of this paper is to assess and examine the impact of physicians-nurses performance on patient perceptions on safety, trust and satisfaction.

A cross-sectional study of 170 inpatients at 78 Chinese hospitals has been conducted. A structured questionnaire covering multiple constructs was used to collect the data. Methodology is described and results are discussed.

Multivariate regression results show that despite the variations in education and training of physicians and nurses, trust is statistically significant in the models with doctors performance and nurses performance as dependent variables. One surprise result is that patient safety is not statistically significant in the regression model with NP as dependent variable.

Doctor and nurses as well as other staff at any healthcare setting or ward should provide patients with high-quality and safe healthcare. Competences and performance of physicians and nurses are the primary source of patient safety.

The patient correlate their patients safety with doctors but not with nurses. On the other hand, they relate their satisfaction more to nurses performance than doctors performance.

The aim of this research is to examine the major factors affecting patients' perception of cumulative satisfaction and to address the question whether patients in Istanbul evaluate quality of health care to be similar or different to that of the Kazakhstani, Egyptian and Jordanian patients.

A conceptual model including behavioural dimensions of patient‐physician relationships and patient satisfaction has been used for approach. As the empirical research setting, this study concerns people who are or were patients once in Istanbul hospitals.

The questionnaire was taken from another research regarding Egyptian and Jordanian medical clinics. The same research was also done by the authors in Kazakhstan in 2008. A total of 48 items (attributes) of the newly developed five quality dimensions (5Qs) by the second author were identified to be the most relevant.

The results of this study can be used by the hospitals to reengineer and redesign creatively their quality management processes and the future direction of their more effective health care quality strategies.

A 5Qs model to measure the patients' satisfaction of medical care is proposed as for previous studies for Kazakhstanian, Egyptian and Jordanian hospitals. As mentioned previously the 5Qs model encompasses technical, functional, interaction, infrastructure and the atmosphere qualities and services. The results can be used by the hospitals to reengineer and redesign creatively their quality management processes and the future direction of their more effective health care quality strategies.

The purpose of the study is to examine and develop a better understanding of triangle relationship between quality, customer relationship management (CRM) and customer loyalty (CL) which might lead to companies' competitiveness (CC).

A research model (5Qs) was designed to measure satisfaction and loyalty. This model is based on two conditions: the customer database and CRM strategy are well structured; and that management control systems have the capacity to produce required data for the analysis.

Changing in quality over time within various segments or related to specific products or categories of products/services can be used as an indicator the level of loyalty. By linking infrastructure, interaction and atmosphere indicators to the quality of object and processes, researchers and managers can document which changes in CRM strategy improve the overall satisfaction and loyalty, hence the ultimate outcomes.

Key ways to build a strong competitive position are through customer relationship management (CRM) and product/service quality. A company has to create customer relationships that deliver value beyond the provided by the core products. This involves added tangible and intangible elements to the core products thus creating and enhancing the “product surrounding”. One necessary expecting result of the creation of value added is customer loyalty. This is an important function to ensure the fulfilment of given customer requirements and companies profits, survival and competitive positioning.

In this study a new technical‐functional 5 qualities model (5Qs) is created and utilized to measure the quality and loyalty. The paper suggests how to incorporate the infrastructure, interaction and atmosphere indicators into the quality of object and processes to identify changes and improvement in CRM strategies.

This paper aims to examine the major factors affecting cumulative summation, to empirically examine the major factors affecting satisfaction and to address the question whether patients in Kazakhstan evaluate healthcare similarly or differently from patients in Egypt and Jordan.

A questionnaire, adapted from previous research, was distributed to Kazakhstan inpatients. The questionnaire contained 39 attributes about five newly‐developed quality dimensions (5Qs), which were identified to be the most relevant attributes for hospitals. The questionnaire was translated into Russian to increase the response rate and improve data quality. Almost 200 usable questionnaires were returned. Frequency distribution, factor analysis and reliability checks were used to analyze the data.

The three biggest concerns for Kazakhstan patients are: infrastructure; atmosphere; and interaction. Hospital staff's concern for patients' needs, parking facilities for visitors, waiting time and food temperature were all common specific attributes, which were perceived as concerns. These were shortcomings in all three countries. Improving health service quality by applying total relationship management and the 5Qs model together with a customer‐orientation strategy is recommended.

Results can be used by hospital staff to reengineer and redesign creatively their quality management processes and help move towards more effective healthcare quality strategies.

Patients in three countries have similar concerns and quality perceptions.

The paper describes a new instrument and method. The study assures relevance, validity and reliability, while being explicitly change‐oriented. The authors argue that patient satisfaction is a cumulative construct, summing satisfaction as five different qualities (5Qs): object; processes; infrastructure; interaction and atmosphere.