Context:The mixed results of success among QI initiatives may be due to differences in the context of these initiatives. Methods:The business and health care literature was systematically reviewed to identify contextual factors that might influence QI success; to categorize, summarize, and synthesize these factors; and to understand the current stage of development of this research field.Findings: Forty-seven articles were included in the final review. Consistent with current theories of implementation and organization change, leadership from top management, organizational culture, data infrastructure and information systems, and years involved in QI were suggested as important to QI success. Other potentially important factors identified in this review included: physician involvement in QI, microsystem motivation to change, resources for QI, and QI team leadership. Key limitations in the existing literature were the lack of a practical conceptual model, the lack of clear definitions of contextual factors, and the lack of well-specified measures. Conclusions:Several contextual factors were shown to be important to QI success, although the current body of literature lacks adequate definitions and is characterized by considerable variability in how contextual factors are measured across studies. Future research should focus on identifying and developing measures of context tied to a conceptual model that examines context across all

Diverse businesses, such as garbage collection, retail banking, and management consulting are often tied together under the heading of "services", based on little more than a perception that they are intangible and do not manufacture anything. Such definitions inadequately identify managerial and operational implications common among, and unique to, services. We present a "Unified Services Theory" (UST) to clearly delineate service processes from non-service processes and to identify key commonalities across seemingly disparate service businesses. The UST defines a service production process as one that relies on customer inputs; customers act as suppliers for all service processes. Non-services (such as make-to-stock manufacturing) rely on customer selection of outputs, payment for outputs, and occasional feedback, but production is not dependent upon inputs from individual customers. The UST reveals principles that are common to the wide range of services and provides a unifying foundation for various theories and models of service operations, such as the traditional "characteristics of services" and Customer Contact Theory. The UST has significant operational corollaries pertaining to capacity and demand management, service quality, services strategy, and so forth. The UST provides a common reference point to which services management researchers can anchor future theory-building and theory-testing research.

The MUSIQ framework has the potential to guide the application of QI methods in healthcare and focus research. The specificity of MUSIQ and the explicit delineation of relationships among factors allows a deeper understanding of the mechanism of action by which context influences QI success. MUSIQ also provides a foundation to support further studies to test and refine the theory and advance the field of QI science.

Service organizations are increasingly utilizing advanced information and communication technologies, such as the Internet, in hopes of improving the efficiency, cost-effectiveness, and/or quality of their customer-facing operations. More of the contact a customer has with the firm is likely to be with the back-office and, therefore, mediated by technology. While previous operations management research has been important for its contributions to our understanding of customer contact in face-to-face settings, considerably less work has been done to improve our understanding of customer contact in what we refer to as technology-mediated settings (e.g., via telephone, instant messaging (IM), or email). This paper builds upon the service operations management (SOM) literature on customer contact by theoretically defining and empirically developing new multi-item measurement scales specifically designed for assessing technology-mediated customer contact. Seminal works on customer contact theory and its empirical measurement are employed to provide a foundation for extending these concepts to technology-mediated contexts. We also draw upon other important frameworks, including the Service Profit Chain, the Theory of Planned Behavior, and the concept of media/information richness, in order to identify and define our constructs. We follow a rigorous empirical scale development process to create parsimonious sets of survey items that exhibit satisfactory levels of reliability and validity to be useful in advancing SOM empirical research in the emerging Internet-enabled back-office.

Motivated by the increasing attention given to the operational importance of developing new services, this paper offers a theoretical framework that integrates both process‐ and resource‐oriented perspectives of new service development (NSD) by defining and organizing 45 practice constructs for NSD‐related practices and activities that occur in contemporary service firms. We employ a rigorous procedure whereby both quantitative and qualitative data were gathered through multiple rounds of interviews and card‐sorting exercises with senior service managers. This iterative refinement process helps ensure that the construct domains and definitions are consistent and that they are applicable across multiple service sectors. A primary contribution of this research is to provide precise operational definitions of theoretically important NSD practice constructs. Importantly, this study expands on the NSD literature by including both resource‐ and process‐centric perspectives within a single framework. A second contribution is to illustrate a general methodology for developing clear, concise, and consistent construct definitions that may be generally useful for production and operations management scholars interested in new construct development for emerging areas. Empirical results suggest that the resource‐process framework can help guide and organize future research on, and provide insight into, a more comprehensive view of new service development.