2018
DOI: 10.1016/j.jretconser.2017.10.009
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Performance model of community pharmacies in low-middle income countries: A societal perspective

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Cited by 14 publications
(25 citation statements)
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“…Factors related to support from the community pharmacy chain were highlighted as facilitators of the implementation process. According to the literature, the support of the institution, the manager, and the supply of training, in uence the provision of CPS in different settings [15,26,27,36]. Regarding autonomy, studies have shown that this factor is in uenced by the market economy, often limiting the capacity for professionals, who are employed, to apply their own judgement when making decisions [37,38].…”
Section: Discussionmentioning
confidence: 99%
See 1 more Smart Citation
“…Factors related to support from the community pharmacy chain were highlighted as facilitators of the implementation process. According to the literature, the support of the institution, the manager, and the supply of training, in uence the provision of CPS in different settings [15,26,27,36]. Regarding autonomy, studies have shown that this factor is in uenced by the market economy, often limiting the capacity for professionals, who are employed, to apply their own judgement when making decisions [37,38].…”
Section: Discussionmentioning
confidence: 99%
“…Regarding autonomy, studies have shown that this factor is in uenced by the market economy, often limiting the capacity for professionals, who are employed, to apply their own judgement when making decisions [37,38]. However, the fact that the community pharmacy supports patient care can empower pharmacists in their application of clinical activities and help improve patient care [14,36,39]. In this sense, all factors related to the support of the community pharmacy were related to the political domain of the Apoteca framework, which highlights the importance of strategies that engage managers throughout the CPS implementation process.…”
Section: Discussionmentioning
confidence: 99%
“…This typology (gazelle vs non-gazelle firms) may help discuss what authors (Marchini, 2002;Del Baldo, 2008) have called "heterogeneity" of SMEs' environment. In the community pharmacies setting, the possession of managerial skills has been found to increase community pharmacies' performance (Hindle and Cutting, 2002;Ranghchian et al, 2018), and the use of MAP can support decision-making towards innovation (Gregório et al, 2016). However, to what extent the relation between MC and EO is mediated by MAP in community pharmacies' context has not yet been investigated representing an element of originality of this research.…”
Section: Theoretical Background and Hypothesis Developmentmentioning
confidence: 96%
“…In such a context, a shift toward a healthcare service-based business model was envisaged, as the traditional product-oriented business model of community pharmacies was no longer considered profitable (Gebauer, 2008). As a result of these institutional changes, pharmacy owners/managers need to develop managerial skills (Ottewill et al, 2000;Ranghchian et al, 2018); in particular, they need to develop performance measurement abilities through innovation, risk-taking and proactiveness, to face competition from new players that generally benefit from economies of scale. Indeed, competences and performance management tools are essential to face discontinuities from external and internal environments (Cardoni, 2018).…”
mentioning
confidence: 99%
“…Hence, a major reform regarding Pharm‐D curriculum has occurred recently to provide students with more opportunities to receive social trainings on pharmaceutical care services. Specifically, this reform helps students to be well qualified, which means how appropriately they can communicate with patients, how they can influence the quality of pharmacotherapy as well as related services, and how they would be clinically oriented in a hospital setting. With respect to hospital pharmacy, students have to experience clinical practices, particularly in communicating with both physicians and patients, as to how they can play their role in increasing the outcome of physicians’ interventions.…”
Section: Introductionmentioning
confidence: 99%