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Publisher: Emerald   (Total: 312 journals)

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Showing 1 - 200 of 312 Journals sorted alphabetically
A Life in the Day     Hybrid Journal   (Followers: 9)
Accounting Auditing & Accountability J.     Hybrid Journal   (Followers: 20)
Accounting Research J.     Hybrid Journal   (Followers: 21, SJR: 0.148, h-index: 3)
Accounting, Auditing and Accountability J.     Hybrid Journal   (Followers: 10, SJR: 0.972, h-index: 30)
Advances in Accounting Education     Hybrid Journal   (Followers: 12)
Advances in Appreciative Inquiry     Hybrid Journal   (SJR: 0.107, h-index: 4)
Advances in Dual Diagnosis     Hybrid Journal   (Followers: 45)
Advances in Gender Research     Full-text available via subscription   (Followers: 1)
Advances in Intl. Marketing     Full-text available via subscription  
Advances in Mental Health and Intellectual Disabilities     Hybrid Journal   (Followers: 50, SJR: 0.211, h-index: 3)
Advances in Mental Health and Learning Disabilities     Hybrid Journal   (Followers: 22)
African J. of Economic and Management Studies     Hybrid Journal   (Followers: 8)
Agricultural Finance Review     Hybrid Journal  
Aircraft Engineering and Aerospace Technology     Hybrid Journal   (Followers: 92, SJR: 0.339, h-index: 15)
American J. of Business     Hybrid Journal   (Followers: 10)
Anti-Corrosion Methods and Materials     Hybrid Journal   (Followers: 5, SJR: 0.309, h-index: 23)
Arts Marketing : An Intl. J.     Hybrid Journal   (Followers: 8)
Asia Pacific J. of Marketing and Logistics     Hybrid Journal   (Followers: 6)
Asia-Pacific J. of Business Administration     Hybrid Journal   (Followers: 3, SJR: 0.237, h-index: 4)
Asian Education and Development Studies     Hybrid Journal   (Followers: 4)
Asian J. on Quality     Hybrid Journal  
Asian Review of Accounting     Hybrid Journal   (Followers: 1, SJR: 0.174, h-index: 3)
Aslib J. of Information Management     Hybrid Journal   (Followers: 13)
Aslib Proceedings     Hybrid Journal   (Followers: 153, SJR: 0.558, h-index: 23)
Assembly Automation     Hybrid Journal   (Followers: 1, SJR: 0.439, h-index: 20)
Baltic J. of Management     Hybrid Journal   (Followers: 2, SJR: 0.2, h-index: 10)
Benchmarking : An Intl. J.     Hybrid Journal   (Followers: 9, SJR: 0.554, h-index: 28)
British Food J.     Hybrid Journal   (Followers: 13, SJR: 0.361, h-index: 25)
Built Environment Project and Asset Management     Hybrid Journal   (Followers: 14, SJR: 0.248, h-index: 3)
Business Process Management J.     Hybrid Journal   (Followers: 7, SJR: 0.841, h-index: 31)
Business Strategy Series     Hybrid Journal   (Followers: 5, SJR: 0.151, h-index: 3)
Campus-Wide Information Systems     Hybrid Journal   (Followers: 5, SJR: 0.246, h-index: 12)
Career Development Intl.     Hybrid Journal   (Followers: 14, SJR: 0.721, h-index: 22)
China Agricultural Economic Review     Hybrid Journal   (SJR: 0.419, h-index: 6)
China Finance Review Intl.     Hybrid Journal   (Followers: 3)
Chinese Management Studies     Hybrid Journal   (Followers: 4, SJR: 0.424, h-index: 7)
Circuit World     Hybrid Journal   (Followers: 15, SJR: 0.297, h-index: 15)
Clinical Governance: An Intl. J.     Hybrid Journal   (Followers: 23, SJR: 0.176, h-index: 13)
Collection Building     Hybrid Journal   (Followers: 10, SJR: 0.461, h-index: 8)
COMPEL: The Intl. J. for Computation and Mathematics in Electrical and Electronic Engineering     Hybrid Journal   (Followers: 3, SJR: 0.224, h-index: 18)
Competitiveness Review : An Intl. Business J. incorporating J. of Global Competitiveness     Hybrid Journal   (Followers: 3)
Construction Innovation: Information, Process, Management     Hybrid Journal   (Followers: 12)
Corporate Communications An Intl. J.     Hybrid Journal   (Followers: 2, SJR: 0.394, h-index: 18)
Corporate Governance Intl. J. of Business in Society     Hybrid Journal   (Followers: 6, SJR: 0.345, h-index: 21)
Critical Perspectives on Intl. Business     Hybrid Journal   (SJR: 0.311, h-index: 11)
Cross Cultural Management An Intl. J.     Hybrid Journal   (Followers: 7, SJR: 0.648, h-index: 6)
Development and Learning in Organizations     Hybrid Journal   (Followers: 8, SJR: 0.123, h-index: 6)
Direct Marketing An Intl. J.     Hybrid Journal   (Followers: 6)
Disaster Prevention and Management     Hybrid Journal   (Followers: 17, SJR: 0.352, h-index: 24)
Drugs and Alcohol Today     Hybrid Journal   (Followers: 86, SJR: 0.129, h-index: 2)
Education + Training     Hybrid Journal   (Followers: 18, SJR: 0.39, h-index: 21)
Education, Business and Society : Contemporary Middle Eastern Issues     Hybrid Journal   (SJR: 0.243, h-index: 6)
Employee Relations     Hybrid Journal   (Followers: 5, SJR: 0.446, h-index: 16)
Engineering Computations     Hybrid Journal   (Followers: 3, SJR: 0.567, h-index: 36)
Engineering, Construction and Architectural Management     Hybrid Journal   (Followers: 12, SJR: 0.468, h-index: 20)
Equal Opportunities Intl.     Hybrid Journal   (Followers: 3)
Equality, Diversity and Inclusion : An Intl. J.     Hybrid Journal   (Followers: 11, SJR: 0.37, h-index: 4)
Ethnicity and Inequalities in Health and Social Care     Hybrid Journal   (Followers: 8, SJR: 0.109, h-index: 1)
EuroMed J. of Business     Hybrid Journal   (Followers: 1)
European Business Review     Hybrid Journal   (Followers: 6, SJR: 0.368, h-index: 15)
European J. of Innovation Management     Hybrid Journal   (Followers: 17, SJR: 0.442, h-index: 22)
European J. of Marketing     Hybrid Journal   (Followers: 19, SJR: 0.957, h-index: 38)
European J. of Training and Development     Hybrid Journal   (Followers: 7, SJR: 0.296, h-index: 18)
Evidence-based HRM     Hybrid Journal   (Followers: 5)
Facilities     Hybrid Journal   (Followers: 2, SJR: 0.34, h-index: 13)
foresight     Hybrid Journal   (Followers: 8, SJR: 0.62, h-index: 16)
Gender in Management : An Intl. J.     Hybrid Journal   (Followers: 14, SJR: 0.495, h-index: 17)
Grey Systems : Theory and Application     Hybrid Journal   (Followers: 1)
Health Education     Hybrid Journal   (Followers: 4, SJR: 0.345, h-index: 13)
Higher Education, Skills and Work-based Learning     Hybrid Journal   (Followers: 37, SJR: 0.121, h-index: 2)
History of Education Review     Hybrid Journal   (Followers: 10, SJR: 0.102, h-index: 1)
Housing, Care and Support     Hybrid Journal   (Followers: 8, SJR: 0.155, h-index: 3)
Human Resource Management Intl. Digest     Hybrid Journal   (Followers: 13, SJR: 0.105, h-index: 5)
Humanomics     Hybrid Journal   (Followers: 1, SJR: 0.104, h-index: 1)
Indian Growth and Development Review     Hybrid Journal   (SJR: 0.131, h-index: 1)
Industrial and Commercial Training     Hybrid Journal   (Followers: 5, SJR: 0.318, h-index: 10)
Industrial Lubrication and Tribology     Hybrid Journal   (Followers: 6, SJR: 0.46, h-index: 15)
Industrial Management & Data Systems     Hybrid Journal   (Followers: 4, SJR: 0.989, h-index: 54)
Industrial Robot An Intl. J.     Hybrid Journal   (Followers: 3, SJR: 0.421, h-index: 25)
Info     Hybrid Journal   (Followers: 1, SJR: 0.337, h-index: 17)
Information and Computer Security     Hybrid Journal   (Followers: 17, SJR: 0.29, h-index: 28)
Information Technology & People     Hybrid Journal   (Followers: 43, SJR: 0.664, h-index: 21)
Interactive Technology and Smart Education     Hybrid Journal   (Followers: 14)
Interlending & Document Supply     Hybrid Journal   (Followers: 59, SJR: 0.593, h-index: 10)
Internet Research     Hybrid Journal   (Followers: 44, SJR: 0.846, h-index: 44)
Intl. J. for Lesson and Learning Studies     Hybrid Journal   (Followers: 1)
Intl. J. for Researcher Development     Hybrid Journal   (Followers: 9)
Intl. J. of Accounting and Information Management     Hybrid Journal   (Followers: 5, SJR: 0.265, h-index: 4)
Intl. J. of Bank Marketing     Hybrid Journal   (Followers: 6, SJR: 0.672, h-index: 26)
Intl. J. of Climate Change Strategies and Management     Hybrid Journal   (Followers: 9, SJR: 0.211, h-index: 3)
Intl. J. of Clothing Science and Technology     Hybrid Journal   (Followers: 4, SJR: 0.436, h-index: 20)
Intl. J. of Commerce and Management     Hybrid Journal  
Intl. J. of Conflict Management     Hybrid Journal   (Followers: 14, SJR: 0.322, h-index: 31)
Intl. J. of Contemporary Hospitality Management     Hybrid Journal   (Followers: 8, SJR: 1.2, h-index: 24)
Intl. J. of Culture Tourism and Hospitality Research     Hybrid Journal   (Followers: 11, SJR: 0.113, h-index: 1)
Intl. J. of Development Issues     Hybrid Journal   (Followers: 8)
Intl. J. of Disaster Resilience in the Built Environment     Hybrid Journal   (Followers: 7, SJR: 0.181, h-index: 5)
Intl. J. of Educational Management     Hybrid Journal   (Followers: 3, SJR: 0.508, h-index: 16)
Intl. J. of Emergency Services     Hybrid Journal   (Followers: 2)
Intl. J. of Emerging Markets     Hybrid Journal   (Followers: 3)
Intl. J. of Energy Sector Management     Hybrid Journal   (Followers: 3, SJR: 0.187, h-index: 7)
Intl. J. of Entrepreneurial Behaviour & Research     Hybrid Journal   (Followers: 5, SJR: 0.545, h-index: 20)
Intl. J. of Event and Festival Management     Hybrid Journal   (Followers: 6)
Intl. J. of Gender and Entrepreneurship     Hybrid Journal   (Followers: 4)
Intl. J. of Health Care Quality Assurance     Hybrid Journal   (Followers: 6, SJR: 0.357, h-index: 25)
Intl. J. of Housing Markets and Analysis     Hybrid Journal   (Followers: 7, SJR: 0.32, h-index: 4)
Intl. J. of Intelligent Computing and Cybernetics     Hybrid Journal   (Followers: 1, SJR: 0.323, h-index: 7)
Intl. J. of Intelligent Unmanned Systems     Hybrid Journal   (Followers: 4)
Intl. J. of Islamic and Middle Eastern Finance and Management     Hybrid Journal   (Followers: 6)
Intl. J. of Law and Management     Hybrid Journal   (Followers: 2)
Intl. J. of Law in the Built Environment     Hybrid Journal   (Followers: 4, SJR: 0.104, h-index: 1)
Intl. J. of Leadership in Public Services     Hybrid Journal   (Followers: 5)
Intl. J. of Lean Six Sigma     Hybrid Journal   (Followers: 6)
Intl. J. of Logistics Management     Hybrid Journal   (Followers: 8, SJR: 1.088, h-index: 8)
Intl. J. of Managerial Finance     Hybrid Journal   (Followers: 5, SJR: 0.269, h-index: 8)
Intl. J. of Managing Projects in Business     Hybrid Journal   (Followers: 1)
Intl. J. of Manpower     Hybrid Journal   (Followers: 1, SJR: 0.329, h-index: 29)
Intl. J. of Mentoring and Coaching in Education     Hybrid Journal   (Followers: 15)
Intl. J. of Migration, Health and Social Care     Hybrid Journal   (Followers: 8, SJR: 0.176, h-index: 3)
Intl. J. of Numerical Methods for Heat & Fluid Flow     Hybrid Journal   (Followers: 7, SJR: 0.591, h-index: 26)
Intl. J. of Operations & Production Management     Hybrid Journal   (Followers: 11, SJR: 1.344, h-index: 75)
Intl. J. of Organizational Analysis     Hybrid Journal   (Followers: 3, SJR: 0.226, h-index: 7)
Intl. J. of Pervasive Computing and Communications     Hybrid Journal   (Followers: 3, SJR: 0.185, h-index: 8)
Intl. J. of Pharmaceutical and Healthcare Marketing     Hybrid Journal   (Followers: 4, SJR: 0.221, h-index: 9)
Intl. J. of Physical Distribution & Logistics Management     Hybrid Journal   (Followers: 9, SJR: 1.305, h-index: 34)
Intl. J. of Prisoner Health     Hybrid Journal   (Followers: 8, SJR: 0.195, h-index: 9)
Intl. J. of Productivity and Performance Management     Hybrid Journal   (Followers: 5, SJR: 0.479, h-index: 23)
Intl. J. of Public Sector Management     Hybrid Journal   (Followers: 16, SJR: 0.323, h-index: 28)
Intl. J. of Quality & Reliability Management     Hybrid Journal   (Followers: 6, SJR: 0.653, h-index: 50)
Intl. J. of Quality and Service Sciences     Hybrid Journal   (Followers: 2)
Intl. J. of Retail & Distribution Management     Hybrid Journal   (Followers: 3, SJR: 0.542, h-index: 26)
Intl. J. of Service Industry Management     Hybrid Journal   (Followers: 2)
Intl. J. of Social Economics     Hybrid Journal   (Followers: 9, SJR: 0.261, h-index: 19)
Intl. J. of Sociology and Social Policy     Hybrid Journal   (Followers: 41, SJR: 0.139, h-index: 2)
Intl. J. of Structural Integrity     Hybrid Journal   (SJR: 0.366, h-index: 5)
Intl. J. of Sustainability in Higher Education     Hybrid Journal   (Followers: 9, SJR: 1.081, h-index: 22)
Intl. J. of Web Information Systems     Hybrid Journal   (Followers: 4, SJR: 0.239, h-index: 10)
Intl. J. of Wine Business Research     Hybrid Journal   (Followers: 6)
Intl. J. of Workplace Health Management     Hybrid Journal   (Followers: 8, SJR: 0.203, h-index: 5)
Intl. Marketing Review     Hybrid Journal   (Followers: 13, SJR: 0.906, h-index: 46)
J. of Accounting & Organizational Change     Hybrid Journal   (Followers: 4, SJR: 0.133, h-index: 3)
J. of Accounting in Emerging Economies     Hybrid Journal   (Followers: 7)
J. of Adult Protection, The     Hybrid Journal   (Followers: 12, SJR: 0.287, h-index: 5)
J. of Advances in Management Research     Hybrid Journal   (Followers: 2)
J. of Aggression, Conflict and Peace Research     Hybrid Journal   (Followers: 41, SJR: 0.433, h-index: 6)
J. of Agribusiness in Developing and Emerging Economies     Hybrid Journal   (Followers: 1)
J. of Applied Accounting Research     Hybrid Journal   (Followers: 12, SJR: 0.169, h-index: 2)
J. of Applied Research in Higher Education     Hybrid Journal   (Followers: 42)
J. of Asia Business Studies     Hybrid Journal   (Followers: 1)
J. of Assistive Technologies     Hybrid Journal   (Followers: 18, SJR: 0.159, h-index: 3)
J. of Business & Industrial Marketing     Hybrid Journal   (Followers: 7, SJR: 0.632, h-index: 41)
J. of Business Strategy     Hybrid Journal   (Followers: 12, SJR: 0.398, h-index: 12)
J. of Children's Services     Hybrid Journal   (Followers: 1, SJR: 0.305, h-index: 6)
J. of Chinese Economic and Foreign Trade Studies     Hybrid Journal  
J. of Chinese Entrepreneurship     Hybrid Journal   (Followers: 3)
J. of Chinese Human Resource Management     Hybrid Journal   (Followers: 5)
J. of Communication Management     Hybrid Journal   (Followers: 6, SJR: 0.199, h-index: 2)
J. of Consumer Marketing     Hybrid Journal   (Followers: 14, SJR: 0.57, h-index: 48)
J. of Corporate Real Estate     Hybrid Journal   (Followers: 2)
J. of Criminal Psychology     Hybrid Journal   (Followers: 85)
J. of Criminological Research, Policy and Practice     Hybrid Journal   (Followers: 49)
J. of Cultural Heritage Management and Sustainable Development     Hybrid Journal   (Followers: 9)
J. of Documentation     Hybrid Journal   (Followers: 149, SJR: 0.876, h-index: 42)
J. of Economic and Administrative Sciences     Hybrid Journal   (Followers: 3)
J. of Economic Studies     Hybrid Journal   (Followers: 10, SJR: 0.543, h-index: 21)
J. of Educational Administration     Hybrid Journal   (Followers: 4, SJR: 0.777, h-index: 18)
J. of Engineering, Design and Technology     Hybrid Journal   (Followers: 17, SJR: 0.126, h-index: 7)
J. of Enterprise Information Management     Hybrid Journal   (Followers: 4, SJR: 0.417, h-index: 27)
J. of Enterprising Communities People and Places in the Global Economy     Hybrid Journal   (Followers: 1, SJR: 0.331, h-index: 5)
J. of Entrepreneurship and Public Policy     Hybrid Journal   (Followers: 9)
J. of European Industrial Training     Hybrid Journal   (Followers: 2)
J. of European Real Estate Research     Hybrid Journal   (Followers: 3, SJR: 0.327, h-index: 4)
J. of Facilities Management     Hybrid Journal   (Followers: 3)
J. of Family Business Management     Hybrid Journal   (Followers: 5)
J. of Fashion Marketing and Management     Hybrid Journal   (Followers: 12, SJR: 0.438, h-index: 22)
J. of Financial Crime     Hybrid Journal   (Followers: 363, SJR: 0.213, h-index: 2)
J. of Financial Economic Policy     Hybrid Journal  
J. of Financial Management of Property and Construction     Hybrid Journal   (Followers: 8)
J. of Financial Regulation and Compliance     Hybrid Journal   (Followers: 5)
J. of Financial Reporting and Accounting     Hybrid Journal   (Followers: 10)
J. of Forensic Practice     Hybrid Journal   (Followers: 36, SJR: 0.403, h-index: 5)
J. of Global Mobility     Hybrid Journal  
J. of Global Responsibility     Hybrid Journal   (Followers: 4)
J. of Health Organisation and Management     Hybrid Journal   (Followers: 18, SJR: 0.36, h-index: 22)
J. of Historical Research in Marketing     Hybrid Journal   (Followers: 3)
J. of Hospitality and Tourism Technology     Hybrid Journal   (Followers: 3, SJR: 0.359, h-index: 6)
J. of Human Resource Costing & Accounting     Hybrid Journal   (Followers: 4)
J. of Humanitarian Logistics and Supply Chain Management     Hybrid Journal   (Followers: 7)
J. of Indian Business Research     Hybrid Journal  
J. of Information, Communication and Ethics in Society     Hybrid Journal   (Followers: 26)
J. of Integrated Care     Hybrid Journal   (Followers: 19, SJR: 0.26, h-index: 5)
J. of Intellectual Capital     Hybrid Journal   (Followers: 3, SJR: 0.788, h-index: 25)
J. of Intellectual Disabilities and Offending Behaviour     Hybrid Journal   (Followers: 24)
J. of Intl. Education in Business     Hybrid Journal   (Followers: 2)
J. of Intl. Trade Law and Policy     Hybrid Journal   (Followers: 12, SJR: 0.239, h-index: 2)
J. of Investment Compliance     Hybrid Journal   (Followers: 2)
J. of Islamic Accounting and Business Research     Hybrid Journal   (Followers: 3)
J. of Islamic Marketing     Hybrid Journal   (Followers: 3, SJR: 0.439, h-index: 7)
J. of Knowledge Management     Hybrid Journal   (Followers: 83, SJR: 0.883, h-index: 36)
J. of Knowledge-based Innovation in China     Hybrid Journal   (Followers: 3)

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Journal Cover International Journal of Health Care Quality Assurance
  [SJR: 0.357]   [H-I: 25]   [6 followers]  Follow
    
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 0952-6862
   Published by Emerald Homepage  [312 journals]
  • Comparing and improving chronic illness primary care in Sweden and the USA
    • Abstract: International Journal of Health Care Quality Assurance, Volume 29, Issue 5, June 2016.
      Purpose To identify opportunities for improving primary care services for people with chronic illnesses by comparing how Sweden and US services use evidence-based practices (EBPs), including digital health technologies (DHTs). Design/methodology/approach A national primary healthcare center (PHCC) heads surveys in 2012-2013 carried out in both countries in 2006. Findings There are large variations between the two countries. The largest, regarding effective DHT use in primary care centers, were that few Swedish PHC compared to US heads reported having reminders or prompts at the point of care (38% Sweden vs. 84% US), despite Sweden’s established electronic medical records. Swedish heads also reported 30% fewer centers receiving laboratory results (67% Sweden vs. 97% US). Regarding following other EBPs, 70% of Swedish center heads reported their physicians had easy access to diabetic patient lists compared to 14% in the US. Most Swedish PHCC heads (96%) said they offered same-day appointment compared to 36% in equivalent US practices. Practical implications There are opportunities for improvement based on significant differences in effective practices between the countries, which demonstrates to primary care leaders that their peers elsewhere potentially provide better care for people with chronic illnesses. Some improvements are under primary care center control and can be made quickly. There is evidence that people with chronic illnesses in these two countries are suffering unnecessarily owing to primary care staff failing to provide proven evidence based practices, which would better meet patient needs. Public finance has been invested in DHT, which are not being used to their full potential. Originality/value The study shows the gaps between current and potential proven effective EBPs for services to patients with chronic conditions. Findings suggest possible explanations for differences and practical improvements by comparing the two countries. Many enhancements are low cost and the proportionate reduction in suffering and costs they bring is high.
      Citation: International Journal of Health Care Quality Assurance
      PubDate: 2016-05-13T10:43:11Z
      DOI: 10.1108/IJHCQA-02-2016-0014
       
  • Has Lean improved organizational decision making?
    • Abstract: International Journal of Health Care Quality Assurance, Volume 29, Issue 5, June 2016.
      Purpose Sustainable improvement is likely to be hampered by ambiguous objectives and uncertain cause-effect relations in care processes (the organization’s decision making context). Lean management can improve implementation results because it decreases ambiguity and uncertainties. But does it succeed? Many quality improvement initiatives are appropriate improvement strategies in organizational contexts characterized by low ambiguity and uncertainty. However, most care settings do not fit this context. We investigated whether a lean-inspired change program changed the organization’s decision making context, making it more amenable for quality improvement initiatives. Design/methodology/approach In 2014, twelve professionals from a Dutch radiotherapy institute were interviewed regarding their perceptions of a lean program in their organization and the perceived ambiguous objectives and uncertain cause-effect relations in their clinical processes. A survey (25 questions), addressing the same concepts, was conducted among the interviewees in 2011 and 2014. The structured interviews were analyzed using a deductive approach. Quantitative data were analyzed using appropriate statistics. Findings Interviewees experienced improved shared visions and the number of uncertain cause-effect relations decreased. Overall, more positive (99) than negative lean effects (18) were expressed. The surveys revealed enhanced process predictability and standardization, and improved shared visions. Practical implications Lean implementation has shown to lead to greater transparency and increased shared visions. Originality/value Lean management decreased ambiguous objectives and reduced uncertainties in clinical process cause-effect relations. Therefore, decision making benefitted from lean increasing quality improvement’s sustainability.
      Citation: International Journal of Health Care Quality Assurance
      PubDate: 2016-05-13T10:43:10Z
      DOI: 10.1108/IJHCQA-09-2015-0118
       
  • Waiting time at a fast-track diagnostic clinic
    • Abstract: International Journal of Health Care Quality Assurance, Volume 29, Issue 5, June 2016.
      Purpose Guidelines stating maximum waiting times fail to take cancer patients’ expectations into account. Therefore, we assessed patients’ expectations and experiences with their waiting time at a fast track clinic. Design/methodology/approach Patients were selected using a purposeful sampling strategy and were interviewed four times: (i) before the visit; (ii) one day after (iii) two weeks after the visit and (iv) one week after starting treatment. Interviews were audiotaped and independently coded by two researchers. Findings All patients (n = 9) preferred a short waiting time before the first visit; they feared that their disease would spread and believed that cancer warrants priority treatment. Six patients experienced the waiting time as short, one had no expectations and two felt they waited longer than expected; three patients changed this evaluation during the study. Six patients received treatment - four preferred to wait before treatment and two wanted to start treatment immediately. Reasons to wait included putting one’s affairs in order, or needing to adjust to the diagnosis. Practical implications Cancer patients prefer a short waiting time before the first visit but have different expectations and needs regarding waiting time before treatment. Ideally, their expectations are managed by their treating physician to match waiting time reality. Originality/value This is the first study to assess cancer patients’ waiting time experiences and how these experiences change over time. This study paves the way for establishing a framework to better assess patient satisfaction with oncology care waiting time. An important aspect, therefore, is managing patients’ expectations.
      Citation: International Journal of Health Care Quality Assurance
      PubDate: 2016-05-13T10:43:09Z
      DOI: 10.1108/IJHCQA-09-2015-0116
       
  • Laboratory services: regaining and maintaining control
    • Abstract: International Journal of Health Care Quality Assurance, Volume 29, Issue 5, June 2016.
      Purpose After implementing an internal quality control (IQC) programme, the ongoing objective for clinical laboratory staff is to maintain the requisite analytical performance, thereby safeguarding patient test results for their intended medical purpose. Design/methodology/approach We address how quality can be maintained and if lost, how it can be regained. The methodology is based on our experience working in clinical laboratory diagnostics and is in accord with both international accreditation requirements and laboratory best practice guidelines. Findings Monitoring test performance usually involves both prospective and retrospective IQC data analysis. We present a number of different approaches together with software tools currently available and emerging, that permit performance monitoring at the level of the individual analyser, across analysers and laboratories (networks). We make recommendations on the appropriate response to IQC rule-warnings, failures and metrics that indicate analytical control loss, that either precludes further analysis, or signifies deteriorating performance and eventual unsuitability. We provide guidance on systematic troubleshooting, to identify undesirable performance and consider risk assessment preventive measures and continuous quality improvement (CQI) initiatives; e.g., material acceptance procedures, as tools to help re-gain and maintain analytical control and minimize potential for patient harm. Practical implications We provide a template for use by laboratory scientific personnel that ensures the optimal monitoring of analytical test performance and response when it changes undesirably. Originality/value The proposed template has been designed to meet the International Organisation for Standardisation for medical laboratories ISO15189:2012 requirements and therefore includes the use of External Quality Assessment and patient results data, as an adjunct to IQC data.
      Citation: International Journal of Health Care Quality Assurance
      PubDate: 2016-05-13T10:43:07Z
      DOI: 10.1108/IJHCQA-08-2015-0098
       
  • Healthcare waste management: an interpretive structural modeling approach
    • Abstract: International Journal of Health Care Quality Assurance, Volume 29, Issue 5, June 2016.
      Purpose The World Health Organization (WHO) identified infectious healthcare waste (HCW) as a threat to the environment and human health. India’s current medical waste management system has limitations, which lead to ineffective and inefficient waste handling practices. Hence, our main objectives are to: (i) identify the important barriers that hinder India’s healthcare waste management (HCWM) systems; (ii) classify operational, tactical and strategical issues to discuss the managerial implications at different management levels; and (iii) define all barriers into four quadrants depending upon their driving and dependence power. Design/methodology/approach India’s HCWM system barriers were identified through the literature, field surveys and brainstorming sessions. Interrelationships among all the barriers were analyzed using interpretive structural modeling (ISM). Fuzzy-MICMAC analysis was used to classify HCWM barriers into four groups. Findings Twenty-five HCWM system barriers were identified and placed in 12 different ISM model hierarchy levels. Fuzzy-MICMAC analysis placed eight barriers in the second quadrant, five in third and 12 in fourth quadrant to define their relative ISM model importance. Research limitations/implications The study’s main limitation is that all the barriers were identified through a field survey and barnstorming sessions conducted only in Uttarakhand, Northern State, India. The problems in implementing HCWM practices may differ with the region, hence, the current study needs to be replicated in different Indian states to define the waste disposal strategies for hospitals. Practical implications The model will help hospital managers and Pollution Control Boards, to plan their resources accordingly and make policies, targeting key performance areas. Originality/value Our study is the first attempt to identify India’s HCWM system barriers and prioritize them.
      Citation: International Journal of Health Care Quality Assurance
      PubDate: 2016-05-13T10:43:07Z
      DOI: 10.1108/IJHCQA-02-2016-0010
       
  • In control? IQC consensus and statutory regulation
    • Abstract: International Journal of Health Care Quality Assurance, Volume 29, Issue 5, June 2016.
      Purpose Internal Quality Control (IQC) represents an essential risk management tool within the total testing pathway (TTP) that contributes to the overall objective of assuring the quality of results produced in medical laboratories. Controlling analytical phase quality alone requires significant expertise and input by scientifically trained staff. This effort has escalated exponentially following the publication of the International Organization for Standardization (ISO)15189: 2012 requirements for quality and competence in medical laboratories. The reported inconsistency and diversity to IQC approaches in diagnostic laboratories is definitive evidence that international guidance in IQC programme design and implementation is long overdue. Design/methodology/approach Herein, we define, describe and critically examine the essential elements four stages of an IQC programme and suggest a template to inform both design and ease of implementation. For practical application, we have stratified the proposed methodology into four stages:-; (1) Staff education and training; (2) IQC material; (3) IQC targets; and (4) IQC procedure, and provide recommendations that meet ISO15189: 2012 requirements. Findings These recommendations are informed by the published literature together with our collective experience working in clinical biochemistry and diagnostic endocrinology laboratories. We note that the laboratory staff’s effort on IQC is a continuous process, driven by changes within each IQC stage, in response to risk analysis, maximising economic value or through professional leadership and central to IQC programme implementation and delivery. Practical implications We offer a template that laboratories can use to inform the design and implementation of their IQC programme. Originality/value The proposed IQC programme is user friendly, flexible and pragmatic with the potential to harmonise practice. We have provided a template to potentially harmonise IQC practice nationally. Given the central and critical role that IQC practice plays in ensuring the quality of patient results’s importance, we contend that the time has come for international consensus and statutory regulation regarding the minimally acceptable criteria for its implementation, monitoring and review.
      Citation: International Journal of Health Care Quality Assurance
      PubDate: 2016-05-13T10:43:05Z
      DOI: 10.1108/IJHCQA-08-2015-0097
       
  • An improvement model to optimise hospital interdisciplinary learning
    • Abstract: International Journal of Health Care Quality Assurance, Volume 29, Issue 5, June 2016.
      Purpose Interdisciplinary healthcare education and collaboration facilitates healthcare quality improvement (QI). Education challenges include cost, logistics and defining the optimum staff-engaging method. We used plan-do-study-act (PDSA) cycles to determine our optimum QI educational model and measured its impact. Design/methodology/approach We established an on-site interdisciplinary QI learning collaborative: (i) weekly 30-minute learning sessions close to the working environment; (ii) a learning materials twitter repository; and (iii) junior doctor-led QI work streams aligned with surgical directorate quality goals supported by a mentorship network. Delivery style (lectures, workshops and QI project reporting) and learning session content was planned weekly using PDSA cycles and modified using participant feedback (score 0-10). All surgical directorate QI work streams were measured before and at nine months. Findings From May 2014 to February 2015, there were 32 learning sessions with 266 scores (median 12 weekly, range 5-21). Workshop delivery scored the highest (mean score 9.0), followed by live project reports (mean score 8.8). The surgical QI work streams increased three-fold from four to twelve, including six junior doctor-led projects. Practical implications By proactively acting upon feedback, we centralised QI measurement and tailored learning sessions to staff needs. Building sustainability involves continually refining learning curriculum and QI work streams, and expanding the mentorship network. Originality/value Our collaborative was established at no additional cost. Twitter is used to promote meetings, facilitate conversations and act as a learning repository. The mentorship framework builds QI and coaching expertise.
      Citation: International Journal of Health Care Quality Assurance
      PubDate: 2016-05-13T10:43:04Z
      DOI: 10.1108/IJHCQA-10-2015-0131
       
  • Editorial: win-win QA processes
    • Abstract: International Journal of Health Care Quality Assurance, Volume 29, Issue 5, June 2016.

      Citation: International Journal of Health Care Quality Assurance
      PubDate: 2016-05-13T10:43:03Z
      DOI: 10.1108/IJHCQA-04-2016-0046
       
  • The journey of a thousand steps
    • Abstract: International Journal of Health Care Quality Assurance, Volume 29, Issue 4, May 2016.

      Citation: International Journal of Health Care Quality Assurance
      PubDate: 2016-04-04T11:35:56Z
      DOI: 10.1108/IJHCQA-03-2016-0024
       
  • Ward rounds, participants, roles and perceptions: literature review
    • First page: 364
      Abstract: International Journal of Health Care Quality Assurance, Volume 29, Issue 4, May 2016.
      Purpose To classify and describe the purpose of ward rounds, who attends each round and their role, and participants’ perception of each others' role during the respective ward rounds. Design/methodology/approach A literature review of face-to-face ward rounds in medical wards was conducted. Peer reviewed journals and government publications published between 2000-2014 were searched. Articles were classified according to the type of round described in the study. Purposes were identified using key words in the description of why the round was carried out. Descriptions of tasks and interactions with team members defined participant roles. Findings Eight round classifications were identified. The most common were the generalised ward; multidisciplinary; and consultant rounds. Multidisciplinary rounds were the most collaborative round. Medical officers were the most likely discipline to attend any round. There was limited reference to allied health clinicians and patient involvement on rounds. Perceptions attendees held of each other reiterated the need to continue to investigate teamwork. Practical implications A collaborative approach to care planning can occur by ensuring clinicians and patients are aware of different ward round processes and their role in them. Originality/value Analysis fulfills a gap in the literature by identifying and analysing the different ward rounds being undertaken in acute medical wards. It identifies the complexities in the long established routine hospital processes of the ward round.
      Citation: International Journal of Health Care Quality Assurance
      PubDate: 2016-04-04T11:35:56Z
      DOI: 10.1108/IJHCQA-04-2015-0053
       
  • Food and meals in caring institutions – a small dive into research
    • First page: 380
      Abstract: International Journal of Health Care Quality Assurance, Volume 29, Issue 4, May 2016.
      Purpose Background: With the growing older population, the increasing interest in the elderly’s eating habits and the meal situation go hand in hand and are challenges in many countries, including Norway. This literature investigation, part of an ongoing project in Norway, addresses four categories of elderly people: healthy elderly, old people with home care, elderly living in institutions, and critical ill elderly. Design/methodology/approach Method: The aim of this study was to investigate related articles concerning food and the elderly in the four identified categories, defining six different meal experience categories to disclose possible gaps in the research in terms of core product, room, personal service, company, atmosphere, and management control systems (MCS). Database searches, conducted through JSTOR and Web of Science, started with words in combination with “elderly and meal experiences” and were narrowed down to the most relevant papers with words from the six meal experience categories. Ultimately, 21 of 51 downloaded papers from international journals were reviewed. Findings Result: A comparison of the four elderly groups was made across the six different meal experience categories, which disclosed several gaps. Among the 21 papers, five focused on healthy elderly, 12 on older people living with home care, 16 on elderly living in institutions, and 1 on critical ill elderly. The specific under-researched gaps include room, company, atmosphere, and MCS. Research limitations/implications Conclusion: Future research will need to investigate these groups more thoroughly, and the research should concentrate on the healthy elderly and critical ill in connection with the six meal experience aspects. Originality/value The combination of meal experience aspects towards different elderly categories is an original perspective on the aim of the literature review.
      Citation: International Journal of Health Care Quality Assurance
      PubDate: 2016-04-04T11:36:01Z
      DOI: 10.1108/IJHCQA-08-2015-0092
       
  • Telephone follow-up for cataract surgery: feasibility and patient
           satisfaction study
    • First page: 407
      Abstract: International Journal of Health Care Quality Assurance, Volume 29, Issue 4, May 2016.
      Purpose To investigate the feasibility of telephone follow-up (TFU) after uncomplicated cataract surgery in low-risk patients and patient satisfaction with this alternative clinical pathway. Design/methodology/approach Prospective, non-randomised cohort study. A 10-point subjective ophthalmic assessment questionnaire and a 6-point patient satisfaction questionnaire were administered to patients following routine cataract surgery at 2-3 weeks post-procedure. All patients were offered a further clinic review if required. Exclusion criteria comprised ophthalmic co-morbidities, hearing/language impairment and high risk of postoperative complications. Patient notes were retrospectively reviewed over the study period to ensure no additional emergency attendances took place. Findings Over three months, 50 eyes of 50 patients (mean age: 80; age range 60-91; 66% second eye surgery) underwent uncomplicated phacoemulsification surgery received a TFU at 12-24 days (mean: 16 days) postoperatively. Subjective visual acuity was graded as good by 92% of patients; 72% patients reported no pain and 20% reported mild occasional grittiness. Patient satisfaction was graded 8.9 out of 10; 81.6% defined TFU as convenient and 75.5% of patients preferred TFU to routine outpatient review. No additional visits were required. Research limitations/implications Non-randomised with no control group; small sample size. One patient was unable to be contacted. Practical implications Postoperative TFU can be suitably targeted to low-risk patients following uncomplicated cataract surgery. This study demonstrated a high patient satisfaction. A larger, randomised study is in progress to assess this further. Originality/value This is the first study reporting telephone follow-up results and patient satisfaction to the usual alternative two-week outpatient review.
      Citation: International Journal of Health Care Quality Assurance
      PubDate: 2016-04-04T11:35:57Z
      DOI: 10.1108/IJHCQA-08-2015-0096
       
  • Surgeons’ efficiency change is a major determinant of their
           productivity change.
    • First page: 417
      Abstract: International Journal of Health Care Quality Assurance, Volume 29, Issue 4, May 2016.
      Purpose The sustainability of the Japanese healthcare system is in question because the government has had a huge fiscal debt. Despite an enormous effort to cut the deficit, our healthcare expenditure is increasing every year because of our rapidly aging population. One of the solutions for this problem is to improve the productivity of healthcare. The purpose of this study is to determine the factors that change surgeons’ productivity in one year. Design/methodology/approach The authors collected data of all surgical procedures performed at Teikyo University Hospital from April 1 through September 30 in 2014 and 2015, and computed the surgeons’ Malmquist Index, efficiency change and technical change using non-radial and non-oriented Malmquist model under the constant returns-to-scale assumptions. The authors then divided the surgeons into two groups; one whose productivity progressed and the other whose productivity regressed. These two groups were compared to identify factors that may influence their Malmquist index. Findings The only significant difference between the two groups was efficiency changes (p < 0.0001). The other factors, such as technical change, experience, surgical volume, emergency cases, surgical specialty, academic ranks, medical schools, and gender, were not significantly different between the two groups. Originality/value Efficiency change is a major determinant of surgeons’ productivity change. The best way to improve surgeons’ productivity may be to enhance their efficiency regardless of their surgical volume and personal backgrounds.
      Citation: International Journal of Health Care Quality Assurance
      PubDate: 2016-04-04T11:36:02Z
      DOI: 10.1108/IJHCQA-12-2015-0150
       
  • Application of bow-tie methodology to improve patient safety
    • First page: 425
      Abstract: International Journal of Health Care Quality Assurance, Volume 29, Issue 4, May 2016.
      Purpose The aim of this study was to apply Bow-tie methodology, a proactive risk assessment technique based on systemic approach, for prospective analysis of the risks threatening patient safety in Intensive Care Unit (ICU). Design/methodology/approach Bow-tie methodology was used to manage clinical risks threatening patient safety by a multidisciplinary team in the ICU. The Bow-tie analysis was conducted on incidents related to high-alert medications, ventilator associated pneumonia (VAP), catheter related blood stream infection (CRBSI), urinary tract infection (UTI), and unwanted extubation (UE). Findings Forty eight potential adverse events were analysed. The causal factors were identified and classified into relevant categories. The number and effectiveness of existing preventive and protective barriers were examined for each potential adverse event. The adverse events were evaluated according to the risk criteria and a set of interventions were proposed with the aim of improving the existing barriers or implementing new barriers. A number of recommendations were implemented in the ICU, while considering their feasibility.. Originality/value The application of Bow-tie methodology led to practical recommendations to eliminate or control the hazards identified. It also contributed to better understanding of hazard prevention and protection required for safe operations in clinical settings.
      Citation: International Journal of Health Care Quality Assurance
      PubDate: 2016-04-04T11:35:55Z
      DOI: 10.1108/IJHCQA-10-2015-0121
       
  • Assessing the organizational Impact of patient involvement: a first STEPP
    • First page: 441
      Abstract: International Journal of Health Care Quality Assurance, Volume 29, Issue 4, May 2016.
      Purpose Patient involvement in the design and improvement of health services is increasingly recognized as an essential part of patient-centred care. Yet little research, and no measurement tool, has addressed the organizational impacts of such involvement. Design/methodology/approach We developed and piloted the Scoresheet for Tangible Effects of Patient Participation (STEPP) to measure the instrumental use of patient input. Its items assess the magnitude of each recommendation or issue brought forward by patients, the extent of the organization's response, and the apparent degree of patient influence on this response. In collaboration with teams (staff) from five involvement initiatives, we collected interview and documentary data and scored the STEPP, first independently then jointly. Feedback meetings and a "challenges log" supported ongoing improvement. Findings Although researchers’ and teams’ initial scores often diverged, we quickly reached consensus as new information was shared. Composite scores appeared to credibly reflect the degree of organizational impact, and were associated with salient features of the involvement initiatives. Teams described the STEPP as easy to use and useful for monitoring and accountability purposes. The tool seemed most suitable for initiatives in which patients generated novel, concrete recommendations; less so for broad public consultations of which instrumental use was not a primary goal. Originality/value The STEPP is a promising, first-in-class tool with potential usefulness to both researchers and practitioners. With further research to better establish its reliability and validity, it could make a valuable contribution to full mixed-methods evaluation of patient involvement.
      Citation: International Journal of Health Care Quality Assurance
      PubDate: 2016-04-04T11:36:03Z
      DOI: 10.1108/IJHCQA-01-2015-0013
       
  • Recommendations for health information technology implementation in rural
           hospitals
    • First page: 454
      Abstract: International Journal of Health Care Quality Assurance, Volume 29, Issue 4, May 2016.
      Purpose To investigate violations against work standards associated with using a new health information technology (HIT) system. Relevant recommendations for implementing HIT in rural hospitals are provided and discussed to achieve meaningful use. Design/methodology/approach An observational study is conducted to map medication administration process while using a HIT system in a rural hospital. Follow-up focus groups are held to determine and verify potential adverse factors related to using the HIT system while passing drugs to patients. Findings A detailed task analysis demonstrated several violations, such as only relying on the barcode scanning system to match up with patient and drugs could potentially result in the medical staff forgetting to provide drug information verbally before administering drugs. There was also a lack of regulated and clear work procedure in using the new HIT system. In addition, the computer system controls and displays could not be adjusted so as to satisfy the users’ expectations. Nurses prepared medications and documentation in an environment that was prone to interruptions. Originality/value Recommendations for implementing a HIT system in rural healthcare facilities can be categorized into five areas: people, tasks, tools, environment, and organization. Detailed remedial measures are provided for achieving continuous process improvements at resource-limited healthcare facilities in rural areas.
      Citation: International Journal of Health Care Quality Assurance
      PubDate: 2016-04-04T11:36:00Z
      DOI: 10.1108/IJHCQA-09-2015-0115
       
  • Time dependent patient no-show predictive modelling development
    • First page: 475
      Abstract: International Journal of Health Care Quality Assurance, Volume 29, Issue 4, May 2016.
      Purpose The paper aims to develop evident-based predictive no-show models considering patients’ each past appointment status, a time-dependent component, as an independent predictor to improve predictability. Design/methodology/approach A 10-year retrospective dataset was extracted from a pediatric clinic. It consisted of 7,291 distinct patients who had at least two visits along with their appointment characteristics, patient demographics, and insurance information. Logistic regression was adopted to develop no-show models using two-thirds of the data for training and the remaining data for validation. The no-show threshold was then determined based on minimizing the misclassification of show/no-show assignments. There were a total of 26 predictive model developed based on the number of available past appointments. Simulation was employed to test the effective of each model on costs of patient wait time, physician idle time and overtime. Findings The results demonstrated the misclassification rate and the area under the curve (AUC) of the Receiver Operating Characteristic (ROC) gradually improved as more appointment history was included until around the 20th predictive model. The overbooking method with no-show predictive models suggested incorporating up to the 16th model and outperformed other overbooking methods by as much as 9.4% in the cost per patient while allowing two additional patients in a clinic day. Research limitations/implications The challenge now is to actually implement the no-show predictive model systematically to further demonstrate its robustness and simplicity in various scheduling systems. Originality/value This paper provides examples of how to build the no-show predictive models with time-dependent components to improve the overbooking policy. Accurately identifying scheduled patients’ show/no-show status allows clinics to proactively schedule patients to reduce the negative impact of patient no-shows.
      Citation: International Journal of Health Care Quality Assurance
      PubDate: 2016-04-04T11:36:05Z
      DOI: 10.1108/IJHCQA-06-2015-0077
       
 
 
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