TQM Implementation in a Healthcare and Pharmaceutical Logistics Organization: The Case of Zuellig Pharma in Taiwan

Chen, Hsuan-Kai; Chen, Hsuan-Yueh; Wu, Hsin-Hung; Lin, Wen-Tsann

doi:10.1080/1478336042000255550

Cited by 30 publications

(25 citation statements)

References 5 publications

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“…Successful implementation of TQM could lead to some direct and indirect bene ts, including enhanced competitive position, higher productivity, reduced costs and better cost management, the increasing faith (in terms of customers) and maintaining or even better, improving employee morale (Chen et al, 2004).…”

Section: Obstacles To the Implementation Of Tqmmentioning

confidence: 99%

“…Lack of involvement of the administration. Without the support of senior management, e orts will be futile (Chen et al, 2004). 3.…”

Section: Obstacles To the Implementation Of Tqmmentioning

confidence: 99%

“…19. Administrative failure to recognize or reward goal achievement of the objective (Chen et al, 2004;Stashevsky and Elizur, 2000).…”

Section: Obstacles To the Implementation Of Tqmmentioning

confidence: 99%

“…Inadequate use of data. e information should be reliable, the measurement process must be consistent and data recovery methods should be satisfactory (Chen et al, 2004). 12.…”

Section: Obstacles To the Implementation Of Tqmmentioning

confidence: 99%

See 3 more Smart Citations

10.5937/sjas11-6751 = Reinvention of the public sector: Total quality management and change management

Karyotakis¹,

Moustakis²

2014

Singidunum J Appl Sci

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Abstract:The present article provides a review of Total Quality Management (TQM) and Change Management in Public Sector. It highlights the special role of TQM in the Public Sector, the concept of Quality in Public Sector Services, the Innovation in Public Sector and the role that E-Government can play. Moreover, it emphasizes some Best Practices that have been applied in Greece and consists of innovative and interesting practices. It concludes by integrating all concepts discussed with the factors that shape change.

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Section: Obstacles To the Implementation Of Tqmmentioning

confidence: 99%

“…Lack of involvement of the administration. Without the support of senior management, e orts will be futile (Chen et al, 2004). 3.…”

Section: Obstacles To the Implementation Of Tqmmentioning

confidence: 99%

“…19. Administrative failure to recognize or reward goal achievement of the objective (Chen et al, 2004;Stashevsky and Elizur, 2000).…”

Section: Obstacles To the Implementation Of Tqmmentioning

confidence: 99%

“…Inadequate use of data. e information should be reliable, the measurement process must be consistent and data recovery methods should be satisfactory (Chen et al, 2004). 12.…”

Section: Obstacles To the Implementation Of Tqmmentioning

confidence: 99%

See 2 more Smart Citations

10.5937/sjas11-6751 = Reinvention of the public sector: Total quality management and change management

Karyotakis¹,

Moustakis²

2014

Singidunum J Appl Sci

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“…A number of researchers within the healthcare context suggest that SHRM systems improve organisational success and in particular when quality management programmes are in use (Caron et al 2004;Chen et al 2004;Manion 2004). Gowen et al (2006:818) also suggest "…that hospital errors can be successfully addressed with appropriate quality management practices and strategic HRM".…”

Section: High Performance Work Systems In the Health Care Sectormentioning

confidence: 99%

High Performance Work Systems in the Intellectual Disability Care Sector in Ireland; an Exploratory Study at Organisational Level

Berkery¹,

Tiernan²,

Armstrong³

2009

IBR

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There is a growing appreciation in the healthcare field of the importance of complementing physician expertise with more effective organisational processes and procedures (Flood 1994). Gowen et al (2006) suggest that Strategic Human Resource Management (SHRM) can effectively address hospital errors in tandem with quality management processes and procedures. To date, there is a growing wealth of research investigating how SHRM practices can increase organisational performance and competitiveness in the private sector. Unfortunately, this is not true of the healthcare sector, or indeed the Intellectual Disability Care (IDC) Sector where there remains a dearth of research addressing the linkages between HRM and organisational effectiveness. The purpose of this paper is two fold. Firstly, the paper will examine the literature investigating SHRM in healthcare, with reference to the IDC Sector where possible, focussing specifically on High Performance Work Systems (HPWS). Secondly, the paper will focus on how far HPWS have expanded in the sector at an organisational level from a management perspective. A postal questionnaire was chosen as the means of gathering this information. One questionnaire was sent to the human resource manager in each IDC centre in Ireland. The findings provide us with some important insights into the differential utilisation of the components of HPWS across the sector. The areas of HPWS in which the centres achieved the highest score were service user focus and teamwork. The area scored least favourably was communication between management and employees.

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Revitalizing the BSC through knowledge management: The mediating role of intellectual capital

Karasneh

2020

Journal of Public Affairs

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There has been growing interest in the relationship between knowledge management (KM) and intellectual capital (IC) as well as KM and organizational performance, in addition to IC and organizational performance. Yet, the crucial challenge for an organization is to integrate a well-designed performance measure based on KM, intellectual capital (IC), and organizational performance through balanced scorecard (BSC). In this research, the association among KM, IC, and BSC based performance is investigated. The results from knowledge-intensive firms disclosed a positive relationship between both KM and IC and between KM and BSC. Moreover, empirical results revealed the presence of partial evidence to support the relationship between KM and BSC. Thus, a suitable application of IC indicates the necessity to implement KM leading to organizational performance based on BSC. | INTRODUCTIONIn a knowledge era, the continuity of organizations depends on their ability to cope with changes associated with the dynamic turbulent business environment. This environment has moved organizations to modify and improve their competencies to maintain a competitive advantage (Karasneh & Al-zoubi, 2019).

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TQM Implementation in a Healthcare and Pharmaceutical Logistics Organization: The Case of Zuellig Pharma in Taiwan

Cited by 30 publications

References 5 publications

10.5937/sjas11-6751 = Reinvention of the public sector: Total quality management and change management

10.5937/sjas11-6751 = Reinvention of the public sector: Total quality management and change management

High Performance Work Systems in the Intellectual Disability Care Sector in Ireland; an Exploratory Study at Organisational Level

Revitalizing the BSC through knowledge management: The mediating role of intellectual capital

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