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This paper aims to focus on the management capacity assessment of the Reproductive and Child Health (RCH) program at the state level.

Based on an extensive literature survey, and discussions with senior officers in charge of RCH program at the central and state level, the authors have developed a conceptual framework for management capacity assessment. Central to their framework are a few determinants of management capacity, a set of indicators to estimate these determinants, and a management capacity assessment tool to be administered by each state. A pilot survey of the management tool in a few states helped the authors to refine each instrument and finalize the same. A suitable management structure is suggested for effective management of the RCH program based on the population in each state.

The assessment brought out the need to strengthen the planning and monitoring of RCH activities, HR management practices, and inter‐departmental coordination.

The Ministry of Health and Family Welfare, Government of India has accepted the management tool and asked each state to administer it. The recommended management structure is used as a guideline by each state to identify the capacity gaps and take necessary steps to augment its management capacity.

The authors’ framework to assess the management capacity of RCH program is very comprehensive, the management tool is easy to administer, and assessment of capacity gaps can be made quickly.

The importance of management capacity in the health sector has been increasingly recognized. The World Health Organization (WHO) (2008) has claimed that limited “management capacity” in low-income countries is one of the main obstacles toward achieving health-related goals. The aim of this study is to answer the research question: “What are the elements of management and leadership capacity of senior managers from the perspective of senior managers.”

Semi-structured individual interviews were conducted with 20 senior health managers. Sampling method was purposive. Data were collected using a researcher-made interview guide. The transcribed text was analyzed using framework analysis.

Five main themes emerged from the analysis are: (1) competencies required for managers; (2) selection and appointment of managers; (3) establishment of managers' database; (4) deployment of functional support system; and (5) environmental sensitivity. Each of these themes contains sub-themes.

Due to the COVID-19 pandemic, the interviews were conducted virtually. This may have had an impact on obtaining wealthy data because in a face-to-face interview, it is possible to question and answer, get additional explanations and understand the interviewee's mentality.

Extracting elements of management and leadership capacity helps managers to assess management capacity and leadership comprehensively and effectively. In addition, effective and useful operations can be done to strengthen the management and leadership capacity.

This is the first study that has identified the main elements of management and leadership capacity from the perspective of senior health managers in Iran. This article provides the components of the health system management and leadership capacity that can be used at top management level.

This study aims to investigate the relationship between knowledge management capacity and organizational performance from the social interaction perspective.

The empirical study employs a questionnaire approach. The sample for this study is drawn from the population of the top 5,000 Taiwanese firms listed in the yearbook published by the China Credit Information Service Incorporation. Regression analysis is used to test the hypotheses in a sample of 105 Taiwanese firms.

The findings suggest that two assessments of knowledge management capacity, knowledge acquisition and dissemination, and the communication factor of social interaction are positively related to organizational performance. Further, social interaction has complementary or synergistic interaction effects with knowledge management capacity on organizational performance.

Given the need for the use of knowledge management capacity as an enabler to improve organization outcome, firms need to be aware that social interaction would moderate the link between knowledge management capacity and organizational performance. Therefore, firms should pay special attention to formulate appropriate social interaction conditions under which knowledge acquisition and dissemination are most likely to enhance organizational performance.

This study contributes to the literature by theoretically developing a conceptual model and then empirically examining the relationships among knowledge management capacity, social interaction, and organizational performance.

The purpose of this paper is to empirically examine the impact of supply chain risks (SCRs) and demand management strategies (DMSs) on the company performance in order to study the use of DMSs in delivering improved results even in the presence of SCRs. The SCRs considered under the study are as follows: demand variability, constrained capacity and quality of services delivery, and competitive performance, customer satisfaction and financial performance are the measures considered for company performance.

This study is based on a survey of 439 businesses in India representing 10 groups of services industries (information technology/IT enabled services, business process outsourcing, IT infrastructure, logistics/transportation, healthcare, hospitality, personal services, consulting, education and training, consumer products and retail), using structural equation modeling (SEM) methods.

The findings reveal that presence of demand variability risk has significant influence upon the use of demand planning and forecasting, controlling customer arrival during peaks and shifting demand to future. Mismatch of capacity against demand (unused capacity) leads to the use of techniques to influence business during lean periods, thereby resulting in enhanced supply chain (SC) and financial performance. Controlling customer arrival during peaks to shift the demand to lean periods leads to enhanced financial performance. Presence of delivery quality risk does not significantly influence the use of DMS. Also, short-term use of customer and business handling techniques does not exert significant influence on company performance.

The study has limitations as follows: (1) respondents are primarily from India while representing global organizations, (2) process/service redesign to relieve capacity as a DMS is not considered and (3) discussion on capacity management strategies (CMSs) is also excluded.

SC managers can be resourceful in shifting the peak demand to future with the application of techniques to control customer arrival during peaks. The managers can also help enhance business by influencing business through offers, incentives and promotions during lean periods to use available capacity and improve company performance.

This study is one of the first empirical works to explore how presence of SCRs influences the use of DMS and impacts the three types of company performance. The study expands current research on demand management options (DMOs) by linking three dimensions of company performance based on the data collected from ten different groups of service industry.

A striking feature of Jaques' work is his “no nonsense” attitude to the “manager‐subordinate” relationship. His blunt account of the origins of this relationship seems at first sight to place him in the legalistic “principles of management” camp rather than in the ranks of the subtler “people centred” schools. We shall see before long how misleading such first impressions can be, for Jaques is not making simplistic assumptions about the human psyche. But he certainly sees no point in agonising over the mechanism of association which brings organisations and work‐groups into being when the facts of life are perfectly straightforward and there is no need to be squeamish about them.

The purpose of this paper is to empirically investigate how big data collected from social media contribute to knowledge management practices, innovation processes and business performance.

The study used 418 questionnaires collected from firms that actively invest in marketing, advertising and communication in the Italian market. The hypotheses testing and analysis were conducted using structural equation modeling.

The results reveal that customers’ data gathered from social media produce different effects on knowledge management practices and firms’ innovation capacity. Furthermore, increased innovation capacity turned out to affect customer relationship performance directly, while it contributes to gain better financial performance only when it is used to gain relational outcomes.

The outcomes of the study help firms to develop a clear understanding about which big data retrieved from social media can be useful to improve their knowledge management practices and enhance their innovation capacity. Moreover, by investigating the mediating role of big data knowledge management in the context of social media knowledge acquisition and innovation capacity, this study also extends the mediation variables used to understand the relationship between knowledge capabilities and practices and innovation constructs.

Service organization supply chains provide a context that amplifies the complexity of interorganizational interdependencies and the need to build unique capabilities and innovative solutions, especially when confronted with man-made or natural disasters. Using the lens of complex adaptive systems (CAS), this study aims to investigate the role of absorptive capacity (AC), change management capability and information quality in improving a firm’s ability to cope with disasters – disaster immunity (DI). The study uniquely parses absorptive capacity into a three-variable, second-order construct (absorptive human resource management, absorptive complementary knowledge and absorptive infrastructure).

Using data collected from 264 US service firms in a supply chain context, this paper evaluates the research model using the structural equation modeling approach.

The second-order, three-dimensional framework for AC has far superior psychometric properties as compared to the previous unidimensional conceptualizations. Results show that AC influences a firm’s DI through change management capability and information quality – two DI enhancing resources.

The paper builds on previous conceptual discussions of absorptive capacity as a multidimensional construct by operationalizing AC as a latent variable with three dimensions (above). Moreover, this paper shows that AC, change management capability, information quality and DI are interrelated parts of a CAS.

This paper analyzes how organizations may use different knowledge management styles according to higher or lower emphasis on (1) techno‐structural initiatives for information processing, and (2) behavioral solutions for knowledge sharing by organizational members. As a consequence, the effects of these styles on learning capacity are also different. The empirical analysis of the present study found that knowledge management practices can be categorized into four styles: (1) passive, (2) behavioral, (3) techno‐structural, and (4) active. The active style, which implies superior management of both techno‐structural and behavioral tools of knowledge management has been the most effective in the development of learning capacity. In contrast, the passive style, which implies weak management of both kinds of knowledge management initiatives, results in lower learning capacity. Hence, this work focuses on suggesting and empirically testing a characteristic framework for how a set of knowledge management initiatives interact and influence learning capacity in organizations.

The purpose of this study is to identify components of contributing conditions to strengthen leadership and management capacity in the health system.

A systematic search was undertaken in databases including PubMed, Scopus, Web of Science and local resources of Scientific Information Database and Magiran in January 2020. Two independent researchers checked the research process, screening of articles and quality assessment. The quality of the studies was assessed by JBI critical appraisal tools for qualitative studies. The components of the dimensions of health system management and leadership capacity were categorized according to the WHO conceptual framework using a content analysis approach.

A total of 17 articles were included in this study. In total, 16 categories of components include human resource information system (n = 5); criteria, plans and procedures for selection and appointment (n = 5); development of education system (n = 11); skills (n = 39); knowledge (n = 8); attitudes (n = 6); behaviors (n = 10); resource and critical management system (n = 7); performance and processes management (n = 3); operational planning for critical systems (n = 4); establish control systems (n = 2); inputs and outputs of organizations (n = 2); accountability and responsibility to customers and stakeholders (n = 4); legal authority and requirements to play the role of managers (n = 9); external and internal environment management (n = 7); establish a system of appreciation and encouragement (n = 6). Each of these categories also contains subcategories.

Identifying prerequisite conditions are necessary for building leadership and management capacity in health systems. Therefore, extracted components provide a simple but coherent framework that can be adapted or modified for use in local situations. The components have a variety of uses, including mapping current activities, needs assessment, planning leadership and management development strategies and monitoring and evaluation.

The purpose of this paper is to show how yield management and dynamic pricing, which originated in the airline industry, are now diffusing in other service industries. The aim is to demonstrate that these techniques can be profitably applied to telecommunications and similar sectors and to examine the particular conditions of their implementation, development and efficiency.

The main concepts of yield management, dynamic pricing and CRM are carefully scrutinized. Also discussed is the concept of natural demand curve that aims at reaching a better compromise between the capacity of a company and the demand in an environment where services cannot be sold in advance. In order to sustain the analysis and demonstrate its managerial implications, five case studies are presented that exemplify some aspects of yield management techniques in the telecommunication sector.

Since the telecommunications are undergoing a process of increased competition and dynamic convergence, yield management techniques can help telecom operators to optimize the benefits they can derive from a subtle management of information networks and partnerships. However, such an approach is more difficult to implement in the telecommunication industry than in the airlines sector because of the difficulty to control (and sometimes refuse) network access to customers.

Capacity and revenue management become critical differentiation factors in improving service quality, loyalty and profitability. Given the increase in competitive pressure, the main objective of operators to sell customer access database to potential partners represents a radical change in the nature of financial and information flows and leads to a “customized management of services supply”.