Paul Arbon, Malinda Steenkamp, Victoria Cornell, Lynette Cusack and Kristine Gebbie
This paper aims to discuss the development of two toolkits that were designed to help communities and households measure their level of disaster resilience and provide practical…
Abstract
Purpose
This paper aims to discuss the development of two toolkits that were designed to help communities and households measure their level of disaster resilience and provide practical tools to help them increase and maintain these levels.
Design/methodology/approach
The toolkits were developed across two studies, with the community toolkit development being undertaken first. A literature review was conducted to develop a definition and model of community disaster resilience; and a Scorecard was designed to assess levels of existing community disaster resilience. The definition and Scorecard were reviewed and refined with the help of two communities before a final version was trialled in four communities across Australia. The household toolkit project followed a similar approach, with trialling being undertaken in conjunction with two non-government organisations that carry out outreach work in the community.
Findings
The development and trial of the Scorecards was extremely valuable. The conclusion voiced by communities and reached by the study project teams was that the user-friendly Scorecard is a workable tool for people to assess their household and community disaster resilience and to come together to plan what might further strengthen resilience. Critical to the Scorecards’ success was an understanding of the purpose of the assessment tool and the meaning of resilience.
Originality/value
The toolkits take an all-hazards approach and help community members, individuals and local policymakers to set priorities, allocate funds and develop emergency and disaster management programmes that build local community resilience.
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Philippa Hunter-Jones, Nathaniel Line, Jie J. Zhang, Edward C. Malthouse, Lars Witell and Brooke Hollis
This paper considers the question: what would happen if healthcare providers, like their counterparts in the hospitality industry, adopted the principles of customer experience…
Abstract
Purpose
This paper considers the question: what would happen if healthcare providers, like their counterparts in the hospitality industry, adopted the principles of customer experience management (CEM) in order to facilitate a more holistic and personalized patient experience? It proposes an alternative vision of the patient experience by adding to an emerging hospitality–healthcare literature base, this time focusing upon CEM. A hospitality-oriented patient experience (HOPE) framework is introduced, designed to enhance the patient experience across all the touchpoints of the healthcare journey.
Design/methodology/approach
This is a conceptual paper that draws upon three distinct literatures: hospitality literature; healthcare literature; and CEM literature. It utilizes this literature to develop a framework, the HOPE framework, designed to offer an alternative lens to understanding the patient experience. The paper utilizes descriptions of three unique patient experiences, one linked to chronic pain, a second to gastro issues and a third to orthopedic issues, to illustrate how adopting the principles of hospitality management, within a healthcare context, could promote an enhanced patient experience.
Findings
The main theoretical contribution is the development of the HOPE framework that brings together research on CEM with research on cocreative customer practices in health care. By selecting and connecting key ingredients of two separate research streams, this vision and paradigm provide an alternative lens into ways of addressing the key challenges in the implementation of person-centered care in healthcare services. The HOPE framework offers an actionable roadmap for healthcare organizations to realize greater understanding and to operationalize new ways of improving the patient experience.
Originality/value
This paper applies the principles of hospitality and CEM to the domain of health care. In so doing it adds value to a hospitality literature primarily focused upon extensive employee–customer relationships. To a healthcare literature seeking to more fully understand a person-centered care model typically delivered by a care team consisting of professionals and family/friends. And to a CEM literature in hospitality, which seeks to facilitate favorable employee–customer interactions. Connecting these separate literature streams enables an original conceptual framework, a HOPE framework, to be introduced.
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Indigenous entrepreneurship and hybrid venture creation represents a significant opportunity for Indigenous peoples to build vibrant Indigenous-led economies that support…
Abstract
Indigenous entrepreneurship and hybrid venture creation represents a significant opportunity for Indigenous peoples to build vibrant Indigenous-led economies that support sustainable economic development and well-being. It is a means by which they can assert their rights to design, develop and maintain Indigenous-centric political, economic and social systems and institutions. In order to develop an integrated and comprehensive understanding of the intersection between Indigenous entrepreneurship and hybrid ventures, this chapter adopts a case study approach to examining Indigenous entrepreneurship and the underlying global trends that have influenced the design, structure and mission of Indigenous hybrid ventures. The cases present how Indigenous entrepreneurial ventures are, first and foremost, hybrid ventures that are responsive to community needs, values, cultures and traditions. They demonstrate that Indigenous entrepreneurship and hybrid ventures are more successful when the rights of Indigenous peoples are addressed and when these initiatives are led by or engage Indigenous communities. The chapter concludes with a conceptual model that can be applied to generate insights into the complex interrelationships and interdependencies that influence the formation of Indigenous hybrid ventures and value creation strategies according to three dimensions: (i) the overarching dimension of indigeneity and Indigenous rights; (ii) indigenous community orientations and (iii) indigenous hybrid venture creation considerations.
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Michael Dixon, Ekaterina V. Karniouchina, Bo van der Rhee, Rohit Verma and Liana Victorino
The purpose of this paper is to discuss the importance of a coordinated marketing and operations strategy in goods and service producing business organizations. Customer…
Abstract
Purpose
The purpose of this paper is to discuss the importance of a coordinated marketing and operations strategy in goods and service producing business organizations. Customer engagement and co-production are imperative service delivery considerations, and therefore an aligned marketing and operations strategy is essential for the formulation, development, and effectiveness of managerial decisions especially for service sector firms.
Design/methodology/approach
The authors present arguments in support of this paper's primary objectives by reviewing past research that have introduced theoretical frameworks, empirical support and applications in support of the close coordination between marketing and operations strategy. The paper then describes how the inter-relationship between marketing and operations strategy impacts several managerial decisions.
Findings
The paper discusses several different types of managerial decisions within goods and service producing firms that require active interaction between marketing and operations. These decisions include aligning strategic priorities, new product development, service design, and experience design.
Research limitations/implications
This paper is primarily theoretical and therefore does not include any new empirical data.
Practical implications
The inter-relationship between the marketing and operations functions is well known to practicing managers. However, they may not have a specific understanding of the academic research described in this paper that shows how firm performance can be further improved by better managing these interactions for specific managerial decisions.
Originality/value
This paper is theoretical and provides a comprehensive review of literature and a compelling argument for including marketing and operations strategy in the corporate executive suite. Therefore, this paper should be of interest to researchers and practitioners interested in the functional areas of marketing, operations, and strategy for service organizations.
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The purpose of this article is to report preliminary outcome and cost‐benefit results for a patient safety quality improvement program intended to improve outcomes for patients…
Abstract
Purpose
The purpose of this article is to report preliminary outcome and cost‐benefit results for a patient safety quality improvement program intended to improve outcomes for patients aged 75 or more visiting the Emergency Department (ED). The program uses the Identification of Seniors at Risk (ISAR) scale to screen, and refers patients at high risk for appropriate intervention.
Design/methodology/approach
The Plan‐Do‐Study‐Act improvement cycle was used as a framework. Simple outcomes have been assessed by comparing patient sub‐groups based on risk status and interventions received. Cost and benefits were assessed based on estimated program outcomes and average costs. Sensitivity analysis was performed to test alternate assumptions.
Findings
The screening tool appears to be accurate, and screening and referral appears to have a positive impact, reducing length of stay, returns to the ED, and subsequent admissions to hospital. However, most results are not statistically significant at the 95 percent level. The value of avoided care exceeds program costs under most assumptions.
Originality/value
Screening and referring all eligible patients has still not been achieved; these are areas for future investigation and improvement. Screening and referral appear to be effective in improving outcomes but because program costs were low, net benefits may have been achieved; however given global budgeting for hospital care improvements in the use of resources (rather than budgetary savings) would be expected. The methods for improvement (the Plan‐Do‐Study‐Act framework; process evaluation; multidisciplinary working group meetings; outcome assessment) are practical and useful for improving quality and safety in a small community hospital with limited resources.
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Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18;…
Abstract
Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.
Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management…
Abstract
Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.