Agile is a widely accepted approach for software development. The deployment of agile in marketing practice is proliferating and appears also relevant for the dynamics and complexity of omnichannel operations. However, prior literature research showed that no well-founded method is available for measuring the agility level of marketing processes. The objective of the systematic literature review presented in this paper is to provide a comprehensive list of agility measurement methods for software development and to identify which ones might also be suitable for adaptation to marketing practice. This resulted in an overview of 52 currently available agility measurement methods that were categorized in three schools of thought: scaling, hierarchical levels, and sub-processes. These methods have shown to be diverse in terms of approach and quality. Five agility measurement methods were further assessed on specific quality criteria. The conclusion is that the OPS framework appears to be the most suitable one for adaptation to marketing practice.
Today's consumers purchasing any product or service are armed with information and have high expectations. They expect service providers and payers to know about their unique needs. Data-driven decisions can help organizations meet those expectations and fulfill those needs.Health care, however, is not strictly a retail relationship-the sacred trust between patient and doctor, the clinician-patient relationship, must be preserved. The opportunities and challenges created by the digitization of health care are at the crux of the most crucial strategic decisions for academic medicine. A transformational vision grounded in data and analytics must guide health care decisions and actions.In this Commentary, the authors describe three examples of the transformational force of data and analytics to improve health care in order to focus attention on academic medicine's vital role in guiding the needed changes.
The performance of a health services organization is affected by the cumulative behavior of physicians out of proportion to their numbers or the economic value of their services. Managers are challenged to optimize physician behavior and to change it in concert with the evolving expectations of health service customers. Incentives are the tools available for this effort. This article discusses the interrelation of physician behavior, physician needs, and the major classes of incentives: economic, noneconomic, and rules. While most organizations recognize and use financial incentives, few utilize noneconomic incentives systematically. Given the financial restrictions of advanced markets, managers should understand the role of rules and the value of noneconomic issues to physicians when developing incentive programs.
SamenvattingDit artikel behandelt generalisaties en wetmatige uit spraken in de marketingwetenschap.' Doel van dit artikel is te beschrijven en te analyseren hoe men in de marketingwetenschap tot wetmatige uitspraken tracht te komen. Daartoe wordt eerst het funda mentele verschil uiteengezet tussen wetmatige uit spraken in de natuurwetenschappen en in de sociale wetenschappen, in het bijzonder de economie en de marketingwetenschap. Vervolgens wordt aandacht besteed aan methoden die specifiek in de marke tingwetenschap zijn ontwikkeld. Hierna volgt een analyse van specifieke methodologische proble men bij onderzoek gericht op het formuleren van marketingwetmatigheden. Ten slotte wordt een overzicht van dergelijk onderzoek gepresenteerd.
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