Background During coronavirus disease 2019 (COVID‐19) pandemic, various adverse skin reactions to long‐term mask wearing have been reported. Objective We aimed to assess the clinical features of mask‐induced dermatoses and recommend prevention and treatment options. Methods From April to August 2020, questionnaires including preexisting skin disorders, patients’ reported mask‐related symptoms, their daily mask wearing duration and frequency, types of masks used, whether they are health care workers, and demographic information were distributed to patients of 12 hospitals. Dermatologists assessed skin lesions, confirmed diagnosis, and recorded treatment modalities. Results Itchiness was the most frequent symptom, mostly affecting the cheeks. Most common skin disease was new‐onset contact dermatitis (33.94%), followed by new‐onset acne (16.97%) and aggravation of preexisting acne (16.97%). Daily wearing ( p =0.018) was significantly associated with new‐onset contact dermatitis. More than half of the patients with preexisting skin problems experienced aggravation while wearing masks. Longer duration (more than 6 hours/day, p =0.043) and cotton masks ( p <0.001) significantly increased acne flare‐up. Healthcare workers had a higher incidence of skin disease. Skin lesions were generally mild and well tolerated with topical agents. Limitations Effect of seasonal characteristics and other risk factors were not assessed. The patients were visiting dermatologic clinics and had interest in their skin status. Thus, a selection bias may exist. Conclusion Mask‐induced/triggered dermatoses contribute to increase the dermatological burden during pandemic.

Purpose This paper aims to contribute industrial marketing literature by examining the relationship between market orientation and performance based on multiple perspectives and measures. Although the relationship between market orientation and firm performance has been examined in prior research a gap in the literature exists, as this relationship has not been examined from separate perspectives of managers, salespersons and customers. In addition to this gap in the literature, a further gap exists as these multiple assessments of market orientation have not been examined relative to both subjective and objectives measures of industrial firm performance. Design/methodology/approach The research is based on data obtained from 111 sales branches of a Fortune 500 industrial supplier. Findings The results indicate that managers, salespersons and customers all indicate a positive relationship between market orientation and perceived performance. Market orientation and actual branch performance were not related when assessed by any of the three respondent groups. Only salespersons were able to significantly relate perceived firm performance to actual performance. Research limitations/implications These findings add a new dimensions to the existing stream of literature on the industrial marketing orientation and performance relationship. Originality/value These findings add new dimensions to the existing stream of literature on the industrial marketing orientation and performance relationship.

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Purpose The purpose of this paper is to examine the relationship between country-of-origin (COO) and brand positioning in the context of the high-involvement service of health care. This paper compares and analyzes different positioning strategies used in Europe, North America and the Middle East. Design/methodology/approach This paper uses content analysis of promotional materials for a sample of 168 health-care organizations located in 14 countries to identify brand positioning strategies used, such as foreign, local and global consumer culture positioning. A chi-square analysis and post hoc testing is used to examine how positioning strategies differ among regions. Findings The findings indicate that European and Middle Eastern health-care organizations most frequently use foreign consumer culture positioning, while North American institutions tend to use global consumer culture positioning. The findings indicate that health-care organizations in countries with a better reputation for care use different positioning strategies than in countries with a lesser reputation for quality care. Practical implications The findings are of value to international advertising and marketing professionals and hospitals seeking to attract patients globally in a competitive marketplace. Hospitals must consider their positioning relative to both domestic and international competitors and the COO of their target audience. Originality/value COO is important in high-involvement service industries because consumers lack the information needed to evaluate service quality. Consumers may rely on COO and brand positioning signals more heavily relative to goods or low-involvement services. However, little prior research exists examining COO effects and brand positioning for high involvement services and for health care specifically. This paper makes a unique contribution by filling this gap.

PurposeThe objective of this research is to synthesize evidence on the relationship between context, strategies and performance in the context of federally qualified health centers (FQHCs), a core safety net health services provider in the United States. The research also identifies prior approaches to measure contextual factors, FQHC strategy and performance. Gaps in the research are identified, and directions for future research are provided.Design/methodology/approachA systematic review of peer-reviewed journal articles published between the years 1997 and 2017 was conducted using a bibliographic search of PubMed, Business Source Premier and ABI/Inform databases.Findings28 studies were selected for the analysis. Results supported associations among contextual factors (organizational and environmental) and FQHC strategy and FQHC performance. The research also indicates that previous research was primarily emphasized on clinical performance with less focus on other types of FQHC performance. In addition, there exists a wide variability in terms of measuring context, FQHC strategy and performance.Originality/valueOperating in resource-scarce and highly constraining environments, FQHCs have demonstrated the ability to stay innovative and competent as serving often unhealthier and costlier patient populations. To date, there has been no study that reviewed the relationships between context, FQHC strategy and FQHC performance. In addition, there is an absence of consensus on how context, FQHC strategy and FQHC performance are measured. This study is the first that examined context–strategy–performance relationships in the context of FQHCs.

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The lesbian, gay, bisexual, transgender, and queer (LGBTQ) population deals with complex medical and behavioral issues coupled with barriers in accessing both healthcare and health insurance leading to poorer health outcomes as compared with the general population. Because this community is often overlooked in efforts to improve minority health disparities, in 2007, the Human Rights Campaign Foundation introduced the Healthcare Equality Index (HEI) for evaluating healthcare facilities' policies and practices related to the equity and inclusion of their LGBTQ patients, visitors, and employees. This study's aim was to determine whether the LGBTQ Healthcare Equality Leader institution designation advantage found by DiLeo et al (2020) has a continuing positive effect on Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) performance. We found that patient scores for both Overall Rating and Willingness to Recommend were higher with noted improvement for HEI Leader institutions as compared with non-HEI Leader institutions over this study's 3-year period. Based on the findings of this study, it can be implied that hospitals do receive a return on their investment for achieving or maintaining the HEI Leader designation and this investment benefits all populations served by the organization inferred by their maintained higher patient experience scores.