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Open Access
Article
Publication date: 24 July 2020

Javeed Ahamed Golandaj and Karabasappa Gadigeppa Kallihal

Enormous amount of biomedical wastes (BMW) produced everyday across the world. Management of BMW depends on adherence to protocol. BMW management at generation point, definitely…

4067

Abstract

Purpose

Enormous amount of biomedical wastes (BMW) produced everyday across the world. Management of BMW depends on adherence to protocol. BMW management at generation point, definitely, depends upon the awareness, attitudes and practises of health-care staff, the purpose of this study will assess the awareness, attitude and practise regarding different aspects of BMW.

Design/methodology/approach

An observational with appropriate checklists, and a cross-sectional study, involving questionnaires, was conducted during 7-24 January 2016. The existing system of BMW management, funds, resources, etc., knowledge, attitude and practises about BMW were assessed amongst 273 health-care workers in selected public health-care institutes of Karnataka.

Findings

Of 273 study participants, majority (54%) of them have not received any training pertaining to BMW. The results showed a poor level of knowledge and awareness of BMW management amongst health-care personnel. Merely, 43% of the participants correctly knew the categorization of BMW and its disposal in proper colour-coded bins/bags. Awareness is very poor amongst the lower age group, male participants, lab-technicians/pharmacists and supporting staff. Doctors were good at theoretical knowledge such as rules, legislation and public-health importance of BMW management than the practical aspects such as categorization and colour-coding. Further, the attitude of health-care staff is favourable about BMW. Immunization for hepatitis-B was very poor amongst waste handlers (43%).

Originality/value

As the awareness and practise regarding BMW management were poor across different health-care staff there is a need to conduct periodic training and regular monitoring with special focus on the proper use of personal protective equipment. Further, precautionary immunization should be provided, especially waste handlers and sanitary workers.

Details

Journal of Humanities and Applied Social Sciences, vol. 3 no. 1
Type: Research Article
ISSN: 2632-279X

Keywords

Open Access
Article
Publication date: 6 July 2020

Prasanna Kumar Kukkamalla, Andrea Bikfalvi and Anna Arbussa

The car no longer serves simply as a means of transport but is at the core of a new concept of mobility. Car manufacturers are seizing opportunities to change the traditional…

36256

Abstract

Purpose

The car no longer serves simply as a means of transport but is at the core of a new concept of mobility. Car manufacturers are seizing opportunities to change the traditional business model of the auto business. Innovation in this business model has become vital to survival in today’s dynamic market conditions. This paper aims to find out what factors motivate and drive business model change and what the resulting business model innovation is.

Design/methodology/approach

This qualitative study is based on a single case, namely, BMW as an illustrative example of an advanced, highly innovative customer-centric service business model (BM). The study adopts a document analysis method to reveal the firm’s BMI process.

Findings

First, the study presents a conceptual framework for business model change with the factors –motivators and drivers – that impact on the process of change. BMW’s BMI and its impacting factors are discussed based on this model. The McKinsey 7 s Model framework, the elements of which are strategy, structure, systems, shared values, style, staff and skills is used as an analytical tool to discuss new business model implementation. The study highlights the BM configuration of a traditional car manufacturer, the car as a product and the new car as a service concept.

Originality/value

This study reveals the BMI of BMW’s digital services and its key motivators and drivers. BMW mostly innovates in three key dimensions of the Business model. These are value creation, value delivery and value capture. Most of the elements in these dimensions are innovated.

Details

Journal of Business Strategy, vol. 42 no. 4
Type: Research Article
ISSN: 0275-6668

Keywords

Content available
Article
Publication date: 1 December 2002

104

Abstract

Details

Industrial Robot: An International Journal, vol. 29 no. 6
Type: Research Article
ISSN: 0143-991X

Keywords

Content available
Article
Publication date: 1 September 2006

223

Abstract

Details

Industrial Robot: An International Journal, vol. 33 no. 5
Type: Research Article
ISSN: 0143-991X

Keywords

Content available
Article
Publication date: 1 December 2006

209

Abstract

Details

Industrial and Commercial Training, vol. 38 no. 7
Type: Research Article
ISSN: 0019-7858

Content available
Article
Publication date: 20 February 2007

J. Young

316

Abstract

Details

Development and Learning in Organizations: An International Journal, vol. 21 no. 2
Type: Research Article
ISSN: 1477-7282

Keywords

Content available
Article
Publication date: 30 January 2007

J. Young

407

Abstract

Details

Human Resource Management International Digest, vol. 15 no. 1
Type: Research Article
ISSN: 0967-0734

Keywords

Content available
Article
Publication date: 1 September 2002

279

Abstract

Details

Assembly Automation, vol. 22 no. 3
Type: Research Article
ISSN: 0144-5154

Keywords

Content available
Article
Publication date: 11 September 2009

62

Abstract

Details

Pigment & Resin Technology, vol. 38 no. 5
Type: Research Article
ISSN: 0369-9420

Content available
Article
Publication date: 29 February 2008

327

Abstract

Details

Management of Environmental Quality: An International Journal, vol. 19 no. 2
Type: Research Article
ISSN: 1477-7835

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