Business excellence in the public sector – a comparison of two  sub‐groups with the “private” service sector

Prabhu, Vas; Robson, Andrew; Mitchell, Ed

doi:10.1108/09544780210413228

Cited by 17 publications

(15 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…It can be argued that the public sector has a number of significant contextual differences that invalidate some of the private sector management models (Alford, 2002). On the other hand, it has been argued that the essential difference is simply the lack of market mechanisms or the state of monopoly in the public sector (Nielsen and Host, 2000) and many of the alleged differences have been used as excuses for not adopting and implementing models and practices that have demonstrably led to better performance in private sector services (Kim, 2002;Prabhu et al, 2002). The research in this paper seeks to examine and inform this debate in the context of service operations management.…”

Section: Introductionmentioning

confidence: 99%

Managerial choice and performance in service management—a comparison of private sector organizations with further education colleges

Voss

Tsikriktsis

Funk

et al. 2004

J of Ops Management

View full text Add to dashboard Cite

The debate as to whether public sector organizations should emulate private sector managerial practices in light of contextual differences is long running. This paper reports the result of an empirical study comparing application of service management principles in one public sector area, further education (FE) colleges, with private sector service organizations. Although within our sample marked differences exist between the levels of service drivers and outcomes, our findings suggest that the same management model is applicable to both sectors. Based on a sample of 291 service organizations, we demonstrate that a managerial model, represented by the service profit chain, is valid in both our FE college and private sector sample. Specifically, progressive human resource management practices led to employee satisfaction, which in turn impacted both service quality and customer satisfaction in both the public and private organizations. The results indicate that the performance of FE colleges arose in part from the managerial choices made in adoption of practices, and that it is lack of employee focus that may be holding back performance. Relevant to both public and private sectors is that the research indicates that human resource factors have a stronger impact than quality procedures, on both service quality and customer satisfaction. #

show abstract

Section: Introductionmentioning

confidence: 99%

Managerial choice and performance in service management—a comparison of private sector organizations with further education colleges

Voss

Tsikriktsis

Funk

et al. 2004

J of Ops Management

View full text Add to dashboard Cite

show abstract

“…Leadership practices have been found to be directly related to organizational performance (e.g. Heskett et al , 1994; Coughlan and Harbison, 1998; Fahy, 2000; Prabhu et al , 2002; Ozcelik et al , 2008). A significant role of leaders in achieving higher or excellent performance by their organization has also been found (Crocitto and Youssef, 2003; Crosby, 2002; Jabnoun and Rasasi, 2005).…”

Section: Literature Reviewmentioning

confidence: 99%

Saigon Eye Hospital

Trong Tuan

2012

Leadership in Health Services

View full text Add to dashboard Cite

PurposeThis paper seeks to examine the innovative business model of Saigon Eye Hospital in Ho Chi Minh City, Vietnam.Design/methodology/approachThe paper takes the form of a case study.FindingsThe study identifies the categories underlying the high performance of the hospital system, namely leadership style, cause‐related marketing, market driving approach, HR and cost reduction, innovation stimulators, and brand building.Originality/valueThe research offers insight into the elements of the innovative business model of Saigon Eye Hospital in Ho Chi Minh City, Vietnam, highlighting concepts of service management and social marketing in an emerging market context.

show abstract

“…Mora and Villarreal (2001), Prabhu et al (2002) explain that an exclusive dependence on public funding does not incite institutions neither to diversify their funding sources, nor to improve management. As an example, William (2004) showed that the abrupt reduction of funds in 1981 pushed British universities to resort to managerial principles from private sector, especially the introduction of "Resource Allocation Model (RAM)" [2].…”

Section: Context Analysis and Research Agendamentioning

confidence: 99%

Is market orientation a relevant strategy for higher education institutions?

Akonkwa

2009

International Journal of Quality and Service Sciences

View full text Add to dashboard Cite

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to encourage the development of a research stream on the market orientation concept in higher education. Specifically, the author explains why this concept has emerged as a potentially relevant strategy to manage higher educational institutions. The paper raises the main problems surrounding the use of market orientation in higher education, and thereby, suggests an extensive research agenda which is expected to improve the importation of marketing concepts in higher education. Design/methodology/approach -This paper is based on an extensive critical literature review on market orientation, and a document analysis to grasp the major changes that have affected higher education institutions' context since the middle of the 1980s. A bulk of research agenda is proposed and summarised in a table. The different topics are rooted in the link the author has attempted to put between marketing theory and higher educational context. Findings -Research on market orientation in higher education still has many rooms to explore. These are: competition, quality issues, the impact of budget cuts on marketing implementation and market orientation operationalisation, etc. Originality/value -While the market orientation strategy has been widely studied in commercial sector, its use in public and non-profit sector such as higher education is still unsatisfactory. The paper: points on the limits of conceptual transpositions; discusses why market orientation is important to face the new context of higher education; and raises a number of research directions that have tremendous promises in the endeavour to build richer theories of marketing management, and to address significant problems of marketing practice in higher education.

show abstract

Business excellence in the public sector – a comparison of two sub‐groups with the “private” service sector

Cited by 17 publications

References 0 publications

Managerial choice and performance in service management—a comparison of private sector organizations with further education colleges

Managerial choice and performance in service management—a comparison of private sector organizations with further education colleges

Saigon Eye Hospital

Is market orientation a relevant strategy for higher education institutions?

Contact Info

Product

Resources

About