Competitive priorities for service providers: perspectives from Thailand

Phusavat, Kongkiti; Kanchana, Rapee

doi:10.1108/02635570810844052

Cited by 33 publications

(34 citation statements)

References 39 publications

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“…Other studies pointed out that the strategic priority of an organization was to achieve long-term satisfaction of customers [22]. In the UK, patient-centered care and patient involvement are the central priorities of health policy [23]. In Thailand, competitive priorities for services providers were examined, and quality (34.5%), service provision (20.4%), orientation to customer (12.9%), and know-how (12.5%) were found to be the most important priorities [24].…”

Section: Discussionmentioning

confidence: 99%

Priorities in effective management of primary health care institutions in Lithuania: Perspectives of managers of public and private primary health care institutions

2018

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BackgroundPrimary health care institutions are looking for opportunities to create value for patients and to increase the competitiveness of the health care institution. Determination of competitive priorities for creation of value for patients in the management of primary health care institutions allows improving competitiveness and achieving a competitive advantage in the market.The aim of the studyTo determine the priorities in the management of public and private primary health care institutions by using the focus group discussion method with managers.MethodsThe study was exploratory with intention to find a ground for a management theory and to be the root for the development of health care reform in Lithuania. Focus group discussions were held in 10 Lithuanian counties; 10 focus group sessions were carried out. A total of 48 primary health care executives were interviewed. The participants of this qualitative study were given 8 questions related to value creation of the primary health care institution to patients and rise in competitiveness. The main question of the focus group discussion was “What are the main priorities of management of primary health care institution?” The criteria of data collection based on the deep understanding of the phenomenon and the richness of data expressed by participants of the research.ResultsQualitative research showed that the priorities of management of primary health care institutions were work management of an organization; human resources management; patient management; and health policy decision making. The participants of focus groups pointed out that effective work of primary health care institutions is ensured by the model of management, doctor-patient communication, quality and timely delivery of health care services, and financial resources. The major decisions involving the management of patients were as follows: meeting patients’ expectations, quality and timely satisfaction of patients’ needs, effective solution of patients’ problems, patient-centered services, patient satisfaction, and communication with the patient. Accessibility to services, quality, geographical accessibility, disease prevention, strengthening of patients’ health and adequate funding were mentioned as the priorities of health policy.

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Section: Discussionmentioning

confidence: 99%

Priorities in effective management of primary health care institutions in Lithuania: Perspectives of managers of public and private primary health care institutions

2018

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“…Competitive priorities involve accomplishing competitiveness by obtaining certain capabilities that enhancing and reinforcing the company's competitive advantage (Lin and Tseng, 2016). Priorities are used to describe the dimensions that a company must possess (e.g., quality, cost, delivery, flexibility, customer focus, and know-how) to support the market demands in which the company wishes to compete (Phusavat and Kanchana, 2008). While the authors (Lin and Tseng, 2016) identify these priorities as short delivery cycles, quality of product or services, on-time delivery, flexibility volume production and technology uses, having lower costs than competitors, and innovation in technological, managerial, product and internal process controls.…”

Section: Competitive Prioritiesmentioning

confidence: 99%

“…While the authors (Lin and Tseng, 2016) identify these priorities as short delivery cycles, quality of product or services, on-time delivery, flexibility volume production and technology uses, having lower costs than competitors, and innovation in technological, managerial, product and internal process controls. Other competitive priorities offered in prior studies include innovation, customer service, and service provision (Ibrahim, 2010;Phusavat and Kanchana, 2008). Arnas et al (2013) categorised the competitive priorities into the following two performance categories: 1 order winner 2 order qualifier.…”

Section: Competitive Prioritiesmentioning

confidence: 99%

Trade-off among lean, agile, resilient and green paradigms: an empirical study on pharmaceutical industry in Jordan using a TOPSIS-entropy method

Suifan

Alazab

Alhyari³

2019

IJAOM

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This study proposes an integrated multi-criteria decision analysis method (MCDM) to analyse trade-offs among different supply chain management (SCM) paradigms associated with competitive priorities. The study employs the entropy method to derive the alternative weights of the evaluation criteria. The study also employs the technique for order of preference by similarity to ideal solution (TOPSIS) to rank feasible alternatives in order of preference, and then measure trade-offs among the conflicting objectives. A sensitivity analysis is performed to confirm the robustness of the proposed model. An empirical study approach is used to identify the trade-offs in the pharmaceutical supply chains context. The results indicate that the TOPSIS and entropy methods can be utilised in a multi-decision analysis process in which SCM paradigms should be implemented in order to positively influence the competitive position. The findings also reveal that competitive priorities differ between each paradigm. For the pharmaceutical industry of Jordan, the sequence of competitive priorities that arise from this study is thus: first 'quality' should be developed, then 'know-how', 'flexibility', 'delivery', 'customer focus', 'innovation', and finally, 'cost'. This finding represents that, the competitive priority that is most affected by the SCM paradigms is the 'quality' priority.

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“…Second, the concept seems to have spread to other industry segments -for example, service operations (e.g. Spring &Araujo, 2009 andPhusavat &Kanchana, 2008), and other manufacturing industries (e.g. Ahn et al, 1999) Second, and similarly, recent research on automotive industry that explicitly mentions to adopt Technology Strategy can be considered rare.…”

Section: Operations Strategy Technology Strategy and Rbv: Studies Inmentioning

confidence: 99%

Operations and Technology Strategy Trajectories followed by automotive engine manufacturers set up in Brazil

Maia

Cerra

Filho

2010

JOSCM

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This paper aims to identify and analyze recent trajectories followed by two engine assembly plants set up in Brazil (one mature company and one newcomer), regarding operations and technology strategies undertaken by them. In short, the mature company has made efforts to increase quality and flexibility, while the newcomer has prioritized cost reduction and quality enhancements, besides taken action to increase its product nationalization. The main findings indicate that (1) competitive priorities seem to "pull" the trajectories, translating market needs into specific tasks that must be fulfilled by each strategy, while the advances made in each step may "push" the trajectories, setting the basis for new strategies and making them capable of moving further; (2) although advances along trajectories are intended and planned, they cannot be foreseen and alternate decisions may be necessary and (3) secondary factors like the degree of autonomy assigned to firms and accumulated knowledge also influence trajectories.

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Competitive priorities for service providers: perspectives from Thailand

Cited by 33 publications

References 39 publications

Priorities in effective management of primary health care institutions in Lithuania: Perspectives of managers of public and private primary health care institutions

Priorities in effective management of primary health care institutions in Lithuania: Perspectives of managers of public and private primary health care institutions

Trade-off among lean, agile, resilient and green paradigms: an empirical study on pharmaceutical industry in Jordan using a TOPSIS-entropy method

Operations and Technology Strategy Trajectories followed by automotive engine manufacturers set up in Brazil

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