Shouldice Hospital Limited (Abridged)

Heskett, James L.; Hallowell, Roger H.

doi:10.1142/9781944659028_0024

Cited by 9 publications

(16 citation statements)

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“…• •Lowest recorded failure rate (reoccurrence rate) in the world which was 1/6 th to 1/12 th of industry average (Frei and Morriss 2012, p. 129;Heskett and Hallowell 2004) •50 to 75% lower price compared to general hospitals while it was highly profitable (Heskett and Hallowell 2004;Heskett et al 2008, p. 62-63), suggesting high productivity…”

Section: Organizational Ambidexteritymentioning

confidence: 99%

“…•Exceptionally high customer satisfaction and bonding with patients (Frei and Morriss 2012, p. 126;Heskett and Hallowell 2004) •Low nurses to patient ratio of 1:14, compared to an industry average of 1:4 (Heskett and Hallowell 2004) •Ranked as one of the top 10 global hospitals by healthcareglobal.com (Sarma 2013) JetBlue Airways (airline, US, 18,000 employees)…”

Section: Organizational Ambidexteritymentioning

confidence: 99%

“…These did not require general anesthesia, and they attracted a homogenous customer base of Bhealthy^patients that did not require medical attention beyond the hernia surgery and who could largely self-serve in the hospital (Frei and Morriss 2012, p. 126-129;Heskett and Hallowell 2004;Heskett et al 2008, p. 62-63). Its processes were production-lined and industrialized to reduce surgery time and costs, and operations theater costs (Heskett and Hallowell 2004). As patients were healthy and mobile, selfservice was encouraged and widely used with peer-to-peer help designed into the process.…”

Section: Focused Service Factory Strategymentioning

confidence: 99%

“…For example, Shouldice Hospital simultaneously has 50 to 75% lower costs compared to general hospitals, a failure (reoccurrence) rate equal to 1/6th to 1/12th of industry average and exceptionally high customer satisfaction (Heskett and Hallowell 2004;Heskett et al 2015, p. 14). Similarly, Singapore Airlines has earned a stellar reputation in the fiercely competitive commercial aviation industry by providing customers with exceptional quality service while it is at the same time one of the world's most cost-effective full-service airlines Wirtz 2010, 2014).…”

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confidence: 99%

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Cost-effective service excellence

Wirtz

Zeithaml

2017

J. of the Acad. Mark. Sci.

180

117

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This article integrates relevant literature to develop a conceptual model on the potential avenues to achieve service excellence at low unit costs, which we term cost-effective service excellence (CESE). To gain a deeper understanding of these strategies, their applicability and interrelatedness, we analyze how 10 organizations have achieved CESE. Our findings show that CESE can be achieved through three core strategies. First, a dual culture strategy provides a comprehensive set of highquality services at low cost, largely driven by leadership ambidexterity and contextual ambidexterity. Second, an operations management approach reduces process variability and thereby allows the increased use of systems and technology to achieve CESE. Third, a focused service factory strategy can enable CESE through a highly specialized operation, typically delivering a single type of service to a highly focused customer segment. The use of the three approaches ranges from Bpure^(e.g., mostly pursuing a dual culture strategy) to combinations of the latter two approaches with the dual culture strategy (e.g., a focused service factory strategy combined with dual culture). Our conceptual model provides an integrated view of the strategic options available to organizations that aim to pursue a strategy of CESE.

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Section: Organizational Ambidexteritymentioning

confidence: 99%

Section: Organizational Ambidexteritymentioning

confidence: 99%

Section: Focused Service Factory Strategymentioning

confidence: 99%

mentioning

confidence: 99%

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Cost-effective service excellence

Wirtz

Zeithaml

2017

J. of the Acad. Mark. Sci.

180

117

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“…For one, surgeons who do only one procedure are apt to become quite efficient [6]. Better still, the high-volume specialist-surgeon will produce superior results [7].…”

mentioning

confidence: 99%

Not the Last Word: Specialization and its Discontents

Bernstein

2015

Clinical Orthopaedics &Amp; Related Research

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The halo effect of C2C interaction quality in prolonged close-proximity service settings

Kim

Choi

Martin

2020

JSM

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Purpose Applying social capital and the social exchange theories to customer-to-customer (C2C) interactions, this study aims to propose that interaction quality perceptions affect the customer-to-service provider’s interaction quality perceptions in a prolonged, close-proximity service setting. Examining this exogenous dimension, the study also tests socio-emotional support perception’s mediating effect and customer proactiveness’ moderating effect. Design/methodology/approach This study adopts and modifies existing general services of C2C interaction dimensions to fit the health-care context. An in-person survey of 192 neurosurgery inpatients and their care-giving companions (both considered health-care customers) provides data to validate the dimensions and test the model. Structural equation modeling and moderated regression test the hypotheses. Findings Results show that affirmative C2C interactions positively affect the customer’s perceived socio-emotional support, whereas negative C2C interactions show no significant impact. Greater socio-emotional support acuity improves customers’ assurance and empathy quality perceptions about the provider’s service. Customer proactiveness moderates C2C interaction dimensions. Research limitations/implications This study extends the research of the C2C interaction to include their effect on service quality perceptions in a prolonged close-proximity service setting. Study results validate C2C interaction’s dimensions specific to an inpatient setting. Finally, this study extends the application of social capital theory and social exchange theory to C2C settings. Practical implications Findings emphasize the importance of managing C2C interactions during prolonged, close-proximity service delivery processes to improve customer perceptions of service quality. Results suggest that managers should monitor customer proactiveness to maximize positive C2C interactions’ positive effects while minimizing negative C2C interactions. Originality/value Prior service quality studies tend to focus on managing internal resources (staff, processes or physical environment); however, this study examines how the interactions among external resources create a halo effect and impact customers’ service quality perceptions. Results inform methods to improve their quality perceptions by better managing exogenous factors. The study also responds to calls for research on how C2C interactions affect functional service contexts (vs hedonic service contexts).

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Shouldice Hospital Limited (Abridged)

Cited by 9 publications

References 0 publications

Cost-effective service excellence

Cost-effective service excellence

Not the Last Word: Specialization and its Discontents

The halo effect of C2C interaction quality in prolonged close-proximity service settings

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