Operations flexibility in events organization

2020

IJPPM

PurposeThis paper aims to understand the specific role of value chain flexibility (VCF) in the strategies of green service production (GSP) in healthcare. The study explores the key dimensions of VCF and their linkages with the current GSP strategies in healthcare firms.Design/methodology/approachThe study uses an exploratory case study with three representative national-level healthcare firms in India. A multiple case study methodology was utilized to explore the relationships between GSP and VCF.FindingsThe findings of the study suggest that several strategies for GSP require the support of multiple dimensions of VCF. More importantly, the role of each dimension of VCF depends upon the innovativeness of green service design, green procurement and green service practices.Research limitations/implicationsThe study was conducted in the emerging healthcare market of India. Thus, the generalizability of the framework needs to be tested in another context. The study reports the employee's perception, and the patients’ (customers) views were not included.Originality/valueThe study is a first step to understand the theoretical perspectives of the relationships between GSP and VCF by exploring the underlying concepts. Furthermore, the study explicates the dynamics of their interplay in a systematic way and contributes to a framework of GSP and VCF in the healthcare context.

Section: Literature Reviewmentioning

confidence: 99%

Green service production in healthcare and role of value chain flexibility

2020

IJPPM

“…Third, many studies on flexibility suggest exploring the industry‐specific dynamics (Alessandra et al, 2020; Liu et al, 2019; Shukla & Sushil, 2020; Singh et al, 2019). Healthcare, in particular, is faced with several uncertainties (Da Silva et al, 2015; Eric & Thomas, 2004; Fox & James, 2020; Sturmberg & Lanham, 2014), and therefore, flexibility is required as an inbuilt mechanism.…”

Section: Discussionmentioning

confidence: 99%

“…Previous studies proposed the significant role of flexibility with service quality and satisfaction (Da Silva et al, 2015; Idris, 2012; Powers & Jack, 2008). Many studies across service businesses (e.g., tourism, healthcare, software industries, and telecommunications) accept that flexibility practices are essential to strengthen the service orientation of the firms (Alessandra et al, 2020; Chakraborty & Sengupta, 2014; Liu et al, 2019; Shukla & Sushil, 2020). Gronroos and Gummerus (2014) opine that flexibility is an essential strategy for creating value and improving performance.…”

Section: Literature Reviewmentioning

confidence: 99%

Market‐focused flexibility and innovative performance in public healthcare: Evidence from India

Journal of Public Affairs

2022

The healthcare sector is increasingly facing changing demand patterns and escalating pressures for innovative services during the COVID-19 pandemic. Market-focused flexibility refers to the capabilities of adaptation and facilitating the innovative performance of the firm. Accepting the overall role of innovation in COVID-19 response, this study aims to explore how public healthcare organizations exhibit marketfocused flexibility to introduce new and innovative services. This study conducts an exploratory case study in a national-level healthcare firm in India. This study identifies four specific dimensions of market-focused flexibility that healthcare firms execute to deliver customized services. The study's findings contribute to an integrative framework of market-focused flexibility and innovative performance in public healthcare. The mechanisms of market-focused flexibility are unearthed and explained how the different facets influence innovative services in various manners. The implications to theory and practices are discussed, and future research avenues are sketched.

“…A critical review of the existing literature suggests that flexibility increases the ability to quickly mobilize the firm resources and redress the environmental uncertainties (Johnson et al, 2003;Koste et al, 2004;Buzacott and Mandelbaum, 2008). Flexibility increases their ability to cope with a dynamic environment and achieve sustainability (Al Ahbabi et al, 2018;Kumar and Singh, 2019;Alessandra et al, 2020). Many authors advocate that internal flexibility provides strength to the firm, makes the delivery system robust and maximizes organizational responsibility (Zhang et al, 2003;Combe et al, 2012;Jin and Oriaku, 2013).…”

Section: Internal Flexibilitymentioning

confidence: 99%

“…Hence, the current study fills this knowledge gap by IJOA 30,3 explaining the precise meaning of internal flexibility and specifying the dimensions of internal flexibility in the public health-care context. Numerous researchers (Zhang et al, 2003;Palominos et al, 2019;Alessandra et al, 2020) have emphasized the need to identify the constituents and measures of internal flexibility and develop a higher-order factor of internal flexibility. Accordingly, the study aims to develop a valid and reliable instrument to measure internal flexibility and establish that internal flexibility is a higher-order factor.…”

Section: Internal Flexibilitymentioning

confidence: 99%

Internal flexibility in health-care organizations: a value-laden perspective on sustainability

2020

IJOA

Purpose This study aims to identify the constituents of internal flexibility in health-care organizations for achieving sustainability. The study incorporates resources-based theory and resource-dependence theory to illustrate how health-care organizations exhibit internal flexibility to redress environmental uncertainties and maximize organizational responsiveness. Design/methodology/approach This paper conducts a case study in a health-care organization to explore how health-care organizations acquire several resources for attaining internal flexibility. A survey of health-care professionals was conducted to assess the relationships using partial least squares-structural equation modeling. Findings In the present study, the dimensions of internal flexibility in health-care organizations are identified. This study also established internal flexibility as a higher-order factor and explained its underlying aspects as a value-laden perspective on sustainability. Research limitations/implications The study was conducted in the public health-care context in India. The framework needs to be tested in another context. The sample size for the study was limited to health-care experts, which could be extended to include the customer’s perspective. Originality/value The study contributes to the body of knowledge by identifying the specific dimensions of internal flexibility and explains as a higher-order factor. It enhances the understanding of sustainability from a flexibility perspective of the firm.