Strategic analysis of clinical pharmacy education in Saudi Arabia

Almeman, Ahmad

doi:10.4314/tjpr.v19i6.27

Cited by 6 publications

(3 citation statements)

References 17 publications

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“…The aim of this movement was to produce competent pharmaceutical care providers to provide an integrated course to help students develop necessary skills to practise patient-orientated and clinical roles that is in line with the Saudi 2030 vision initiatives set out by the MOH [ 5 ]. Such programme utilised different learning methods such as team- based learning (TBL), problem-based learning (PBL), or active learning to help students develop their clinical skills and knowledge in order to be easily accommodated by the healthcare system [ 6 ].…”

Section: Introductionmentioning

confidence: 99%

Perceived barriers and facilitators to uptake of non-traditional roles by pharmacists in Saudi Arabia and implications for COVID-19 pandemic and beyond: a qualitative study using Theoretical Domain Framework

Mohammed

Khanal

Jalal

et al. 2021

J of Pharm Policy and Pract

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Background The COVID-19 pandemic has further strengthened the need for pharmacists to uptake non-traditional roles. Pharmacy practice in Saudi Arabia is emerging in recent years with greater policy emphasis on pharmacists taking new clinical roles. This study aimed to explore the experiences, perceptions and barriers of Saudi pharmacists about their uptake of non-traditional roles using Theoretical Domains Framework (TDF). Methods A qualitative semi-structured study using face-to-face or telephone interviews were conducted. Eligible participants included qualified pharmacists from Saudi Arabia. Interviews focused on pharmacist’s perceptions, current opportunities and key challenges towards the uptake of non-traditional roles. Interviews were audiotaped and transcribed verbatim. Results were analysed through the framework analysis method and were later mapped with respective domains of TDF. Results A total of 14 pharmacists completed the interview (9 females and 5 males). Participants showed an overall positive attitude towards the uptake of non-traditional roles. Participants felt that there was wider support available for pharmacists at the policy level to uptake non-traditional roles. However, a need for greater recognition of roles by other healthcare professionals and patients were identified. Participants alluded to reluctance of some physicians to take on board the suggestions from a pharmacist. Key barriers to uptake of non-traditional roles were related to environmental context and resources domain of TDF. For example, participants discussed the need for even further practical experiences during their undergraduate degree to become ready to adopt non-traditional roles in clinical practice. Conclusions Participants of this theoretically informed qualitative study showed an overall positive attitude towards the way pharmacy practice is progressing in Saudi Arabia and their uptake of non-traditional roles. However, there is a need to improve interdisciplinary working, patient awareness of pharmacist competencies and their educational preparedness in furthering their uptake of non-traditional roles. Addressing such barriers and promoting uptake of novel roles by pharmacists is imperative in the context of emerging COVID-19 and future pandemics.

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Section: Introductionmentioning

confidence: 99%

Perceived barriers and facilitators to uptake of non-traditional roles by pharmacists in Saudi Arabia and implications for COVID-19 pandemic and beyond: a qualitative study using Theoretical Domain Framework

Mohammed

Khanal

Jalal

et al. 2021

J of Pharm Policy and Pract

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“…The pharmacy education program structure in Saudi Arabia was shifted from ‘Bachelor of Pharmaceutical Science (BPharm)’ towards ‘Doctor of Pharmacy (PharmD)’ to allow pharmacy curricula to better focus on patient-centered clinical roles in various Saudi pharmacy schools recently. 10 , 12 , 25 , 26 , 27 , 28 However, despite these changes in pre-registration training programs, the implementation of such roles in Saudi pharmacy practice is still limited. 25 …”

Section: Introductionmentioning

confidence: 99%

Physicians' views on cardiovascular disease risk prevention services by pharmacists and potential for collaboration

Almansour

Aloudah

Alhawassi

et al. 2021

Exploratory Research in Clinical and Social Pharmacy

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“…Countries in the world have started to export to countries that need medicines. Because today many new consumers can be marketed globally and not infrequently also at the same time set up a research center in the intended country (Almeman, 2020). For Indonesia capital activities in the pharmaceutical field is also participated to giving special attention.…”

Section: A Introductionmentioning

confidence: 99%

Strategy for the Formation of Optimal Capital Structure With Swot Analysis in Pharmaceutical Subsectors Companies

Nurwulandari

Hasanudin

Artardo

2021

JABE

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This study aims to determine the optimal capital structure formation in pharmaceutical sub-sector companies during the period 2014 - 2019 by analyzing profitability, dividend policy, and the SWOT matrix model by analyzing strengths, weaknesses, opportunities, and threats and being the basis for formulating various alternatives. These strategies can be carried out by company management. The company's profitability is not optimal; the company can still distribute dividends. And the results of the study illustrate that the capital structure of the pharmaceutical sub-sector company is not yet optimal. The average proportion of long-term debt capital structure of pharmaceutical sub-sector companies is 18.43% debt and 81.57% equity. Calculation of company value from 2014 - 2019 using the Modigliani Miller approach with a debt proportion of 0% - 100% shows that the highest company value of pharmaceutical sub-sector companies is in the composition of 30% debt and 70% equity. The total WACC averages 47% of the debt. By producing a WACC of 1.92% - 16.89% with a total average WACC of 10%. By considering the WACC, it is concluded that the optimal capital structure for the average pharmaceutical sub-sector company is in the composition of 30% to 60% of the debt. Meanwhile, the average WACC is 11.10%, and with financial distress, the average WACC value is 10%. Based on considering the company value and WACC above, the capital structure of the pharmaceutical sub-sector company is not optimal. The optimal capital structure will result in high Firm Value and the lowest cost of capital. The results of this study have implications for financial performance, capital structure, firm value, the weighted average cost of capital (WACC), and SWOT analysis, which need to be optimized to achieve optimal capital structure.

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Strategic analysis of clinical pharmacy education in Saudi Arabia

Cited by 6 publications

References 17 publications

Perceived barriers and facilitators to uptake of non-traditional roles by pharmacists in Saudi Arabia and implications for COVID-19 pandemic and beyond: a qualitative study using Theoretical Domain Framework

Perceived barriers and facilitators to uptake of non-traditional roles by pharmacists in Saudi Arabia and implications for COVID-19 pandemic and beyond: a qualitative study using Theoretical Domain Framework

Physicians' views on cardiovascular disease risk prevention services by pharmacists and potential for collaboration

Strategy for the Formation of Optimal Capital Structure With Swot Analysis in Pharmaceutical Subsectors Companies

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