By considering the recently proposed definitions and metrics, oral healthcare quality management (OHQM) emerges as a distinct field in the wider healthcare area. The goal of this paper is to systematically review quality management initiatives (QMIs) implementation by dental clinics. The research methodology approach is a review of 72 sources that have been analyzed using the Context–Intervention–Mechanism–Outcome Framework (CIMO). The analysis identifies five mechanisms that explain how quality management initiatives are implemented by dental clinics. The simplest QMIs implementations are related to (1) overall quality. The next ones, in terms of complexity, are related to (2) patient satisfaction, (3) service quality, (4) internal processes improvement, and (5) business outcomes. This paper is the first attempt to provide a critical review of this topic and represents an important advancement by providing a theoretical framework that explains how quality management is implemented by practitioners in this field. The results can be used by scholars for advancing their studies related to this emerging research area and by healthcare managers in order to better implement their quality management initiatives.

Purpose The purpose of this paper is to develop a theoretical framework for technology transfer success factors from a technology provider viewpoint and to test this framework considering the perceptions of graphene researchers from a Romanian research project (Graphene4Life). Design/methodology/approach The authors conducted a literature review and a case study with three units of analysis. Semi-structured face-to-face interviews and content analysis were used. Findings The five-category framework for technology transfer success factors from a technology provider viewpoint, which portrays success factors in an expansive way from technology to the market (technology, organization, context, collaboration and customer absorptive capacity factors), is confirmed by the qualitative analysis, while new factors in all categories are discovered. Research limitations/implications The results are limited given the qualitative nature of this research. The extrapolation of the results to other technologies and contexts is a scientific challenge. Originality/value In this paper, the authors develop, based on a detailed literature review, a framework for technology success factors from a technology provider viewpoint, which classifies technology transfer success factors in an expansive way from technology to the market (technology, organization, context, collaboration and customer absorptive capacity factors). Technology itself is settled as the foundation of the framework, underlining the need for a technology-driven technology transfer process. In comparison to existing frameworks that analyze technology transfer success factors, the present framework is a more complex one, covering all facets of the technology process. The new factors discovered through the qualitative analysis are also an important contribution of this research.

PurposeThis paper reviews existing research to understand when, how and with what results robotic process automation (RPA) is implemented by organizations.Design/methodology/approachThe authors have identified 84 sources across eight databases and have analyzed them through the lens of a context–intervention–mechanism–outcomes framework (CIMO). The CIMO analysis maps the contextual drivers, intervention approaches and value related outcomes associated with RPA implementation.FindingsThe result of the analysis is the identification of four mechanisms explaining the approach organizations take to implement RPA: digitizing business processes, performing knowledge work together with humans, replacing outsourcing with RPA robots and developing a new business model. Therefore, in this paper, in order to reduce RPA literature fragmentation, the authors take into account the digital transformation (DT) perspective, by considering RPA as one example of digital technology.Practical implicationsThis study sensitize organizational adopters to the different mechanisms they can deploy to conduct RPA implementations to achieve different desired outcomes in response to different drivers. Moreover, having a clear picture of the key enablers and associated barriers to the realization of these alternative paths serve as a useful map to guide the implementation process.Originality/valueThe findings contribute to DT research by conceptualizing these mechanisms through which organizations deploy automation tools—such as RPA.

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