A Collaborative Framework for Medical Tourism Service Supply Chain Operations

Karadayi-Usta, Saliha; Serdarasan, Şeyda

doi:10.4018/978-1-5225-9787-2.ch011

Cited by 4 publications

(2 citation statements)

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“…The full text of the 53 papers was read and forward and backward reference searches were conducted when other relevant articles were identified (Prataviera et al, 2020). Also, existing literature reviews on the topic of service supply chains were analyzed (Altuntas Vural, 2017; Choudhury et al, 2020; Karadayi‐Usta & SerdarAsan, 2014; Liu et al, 2017; Maas et al, 2014; Tokman & Beitelspacher, 2011; Wang et al, 2015). At the end of the structured search only two papers, Ellram et al (2004) and Baltacioglu et al (2007) were found to be significant attempts to develop cross‐functional, relationship‐based, service supply chain frameworks.…”

Section: Literature Reviewmentioning

confidence: 99%

A supply chain management framework for services

Enz

Lambert

2022

J of Business Logistics

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While services represent the largest sector of the global economy, 86.8% in the United States, most supply chain management (SCM) research is focused on product flows. Executives in manufacturing firms have benefited from frameworks created to implement SCM processes, but this is not the case for their counterparts in service companies. The two most cited SCM frameworks for services have methodological and conceptual deficiencies. Drawing upon the service‐dominant logic of marketing and using an empirical research approach, we developed supply chain structure maps for nine service firms. Our findings indicate that the supply chain structure maps of service companies are comparable to those in the product‐based literature, which supports the service‐dominant logic. Then, we identified the six key processes that constitute a framework to manage service supply chains. The customer relationship management and the supplier relationship management processes form the critical links in the supply chain, and the other four processes are coordinated through this linkage. The SCM framework for services provides direction for executives in service firms who need to increase cross‐functional integration within their firms and with other members of the supply chain. For academics, 12 avenues for future research are identified.

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Section: Literature Reviewmentioning

confidence: 99%

A supply chain management framework for services

Enz

Lambert

2022

J of Business Logistics

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“…The current studies are mainly about the factors affecting medical tourism demand (Lin, Lee & Huang. 2009;Ferrer & Medhekar, 2012, Johnson & Garman, 2015Loh, 2015;Vetitnev, Kopyirin & Kiseleva, 2016;Tang & Lau, 2017;Tang & Abdullah, 2018;Loh & Triplett, 2019;Nilashi, Samad, Manaf, Ahmadi, Rashid, Munshi et al, 2019;Arulmozhi, Praveenkumar, Vinayagamoorthi, 2019;Al-Talabani, Kilic, Ozturen & Qasim, 2019;Sedianingsih, Ratnasari, Prasetyo & Hendarjatno, 2019), MTSSC management principles such as coordination, collaboration, information exchange and integration Perkumiene, Vienažindiene & Švagždiene, 2019;Cho & Lee, 2019;Karadayi-Usta & Serdarasan, 2019), perceived MTSSC quality (Debata, Patnaik & Mahapatra, 2012;Rahman 2019;Mohd Isa, Lim & Chin, 2019;Sadeh & Garkaz, 2019), benefits and risks of medical travel (Kumar et al, 2012), partnership quality between health institutions and travel agencies (Lin, 2014), and supply chain network modelling (Ahmadimanesh, Paydar & Asadi-Gangraj, 2019).…”

Section: Literature Reviewmentioning

confidence: 99%

A conceptual model of medical tourism service supply chain

Karadayi-Usta

Serdarasan

2020

JIEM

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Purpose: Medical tourism service requires involvement of multiple parties from the service network, however medical tourism is not well studied from a supply chain management perspective. This study suggests a conceptual model of medical tourism service supply chain (MTSSC) to provide a clearer understanding of its nature, and defines its business processes.Design/methodology/approach: Triangulation which makes use of literature review, in-depth interviews, and expert evaluations was applied to develop and validate the suggested model. The proposed model is initialized based on the relevant literature. In-depth interviews were used to refine and finalize the model. Expert evaluations ensure the trustworthiness of the model and the business process definitions.Findings: The proposed model uses a nested process structure rather than a one-dimensional supply chain model, where the assistance company maintains an intermediary role between the patient and all the service providers (e.g. medical institutions, transportation, accommodation). Additionally, the conceptual model identifies seven business processes: service design, service recovery management, customer relationship management, supplier relationship management, demand management, capacity and resource management, and service delivery management.Practical implications: The results provide a better understanding of the MTSSC structure and processes, and a recognition of the MTSSC members. The process definitions give the members an idea about their roles in the service design and delivery in practice. Additionally, a better understanding of the system as a whole leads to better process development and control. MTSSC members may shape their organizations internally and supply chain-wide by considering this conceptual model. Moreover, the model acts as a basis for supply chain collaboration decisions.Originality/value: The conceptual model is built upon the theories and practice of medical tourism services, supply chain management, and service operations management. This study contributes to the theory of medical tourism services management by explaining the MTSSC concepts and business processes, and extends existing knowledge.

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