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The purpose of this paper is to explore the supply-side factors that determines the quality of global healthcare services from medical tourism healthcare providers’ (MTHP) perspective, which provide value-in-medical-travel to foreign patients/medical tourists, who travel to India for medical treatment/surgery.

The thematic content analysis of in-depth interviews with 15 senior MTHP, from 15 private hospitals in India was undertaken, to generate the themes, and identify the supply-side factors necessary for sustainable medical tourism management.

The findings conclude that MTHP ranked in ascending order, less waiting-time for surgery, healthcare quality and accreditation, staff/surgeon’s expertise, healthcare information, hospital facilities and services, patient-safety, travel-risk, surgical costs and holiday opportunity as essential factors for providing sustainable quality and value-in-medical-travel to patients.

Many private hospital spokespersons declined to be interviewed due to confidentiality and privacy policy

The findings are generalised in case of global private hospitals treating foreign patients. Policy implications suggest that private hospitals in developing countries need to focus on providing value-in-medical-travel, such as accreditation quality of healthcare, no waiting-time, patient-safety, qualified and experienced medical and non-medical staff, hospital facilities and post-surgery care with positive healthcare outcomes.

Medical-tour facilitators, hotels and tourism sites need to collaborate with agencies to provide inclusive built environment, first-aid and wheelchair access, to medical tourists, having financial and legal implications for business.

There is little qualitative empirical research on the views of MTHP, regarding management of essential supply-side factors that provide value-in-medical-travel to attract medical tourists to India.

医疗保健提供者对印度医疗旅行价值的看法

本文的目的是从医疗旅游医疗保健提供者的角度探讨决定全球医疗服务质量的供应方因素, 这些因素可为前往印度求医的外国患者/医疗游客提供医疗旅行的价值治疗/手术.

对印度15家私立医院的15家高级医疗旅游保健提供者（MTHP）进行了深度访谈, 对主题内容进行了分析, 以生成主题并确定可持续医疗旅游管理所必需的供应方因素。

研究结果得出结论, MTHP以升序排列的顺序是：手术等待时间, 医疗质量和认证, 工作人员/外科医生的专业知识, 医疗保健信息, 医院设施和服务, 患者安全, 旅行风险, 手术费用和度假时间机会是为患者提供医疗旅行可持续质量和价值的重要因素。

由于医院的机密性和隐私权政策, 许多私立医院发言人拒绝接受采访。

如果全球私立医院为外国医疗游客提供治疗, 那么研究结果将得到概括。政策含义表明, 发展中国家的私立医院需要集中精力提供医疗旅行价值, 例如无需等待时间的医疗保健认证质量和患者安全, 合格和经验丰富的医务人员和非医务人员, 医院设施和后期医疗服务。具有积极医疗效果的手术护理。

旅馆, 医疗旅行促进者和旅游景点需要与机构合作, 为医疗游客提供紧急急救和轮椅通道, 这对企业有财务和法律影响。

关于MTHP观点的定性实证研究很少, 涉及对提供医疗旅行价值以吸引医疗游客前往印度的基本供应方因素的管理。

印度, 医疗旅游, 全球化 等待时间, 患者安全, 认证质量

研究论文

Perspectiva del valor de los proveedores del cuidado de la salud en viajes con propositos medicos a la India

El propósito de esta investigación es explorar los factores que del lado de la oferta determinan la calidad de los servicios globales de salud desde el punto de vista del proveedor, el cual agrega valor al viaje con propósitos médicos a pacientes/turistas médicos quienes viajan a la India para tratamientos médicos ó cirugía.

El análisis de contenido temático de las detalladas entrevistas, con-15 proveedores experimentados de asistencia sanitaria de turismo medico, en-15 hospitales de la India, fué realizado para generar los temas é identificar los factores que del lado de la oferta son necesarios para la gestión sostenible del turismo médico.

Los hallazgos concluyen que proveedores experimentados de turismo ranquearon en orden ascendente la reducción en tiempos de espera para cirugías, acreditación de la calidad del cuidado de la salud, experticia del personal no médico y de cirugía, información del cuidado de la salud, servicios é instalaciones de los hospitales, seguridad del paciente, riesgos de viaje, costos de cirugías, y oportunidades vacacionales, como factores esenciales para proveer calidad sostenible y valor en los viajes con propósitos médicos a los pacientes.

Muchos representates de los hospitales privados se rehusaron a ser entrevistados debido las políticas de privacidad y confidencialidad del hospitales.

Los hallazgos son generalizables en el caso de hospitales privados globales que tratan a turistas médicos extranjeros. Las implicaciones políticas sugieren que los hospitales privados en los países en vía de desarrollo necesitan enfocarse en agregar valor al viaje médico, por medios como la calidad de acreditación de la atención médica, reduccion de tiempos de espera y la seguridad del paciente, personal médico y no médico calificado y experimentado, instalaciones hospitalarias y servicios posoperatorios con resultados sanitarios positivos.

Los hoteles, los facilitadores de toures médicos y los sitios de turismo necesitan colaborar con las agencias para proveer primeros auxilios de emergencia y acceso en silla de ruedas a los turistas médicos, teniendo esto implicaciones financieras y legales para los negocios.

Existe poca investigación empírica cualitativa sobre los puntos-de vista-de (MTHP) proveedores de asistencia sanitaria de turismo médico con respecto a la gestión de los factores esenciales del lado de la oferta que agregan valor al turismo con fiines médicos para atraer turistas médicos a la India.

India, globalización, turismo médico, tiempo-de-espera, calidad, seguridad-del- paciente

Trabajo de investigación

The purpose of this paper is to explore the demand-side factors that influence the inbound medical tourists’ (MTs) decision to travel abroad for medical treatment/surgery.

The researchers conducted thematic analysis of in-depth interviews in India with 24 foreign MTs’ to generate the themes, identify factors and propose a model with hypothesis for future quantitative survey.

The findings conclude that patients ranked in ascending order less waiting time for surgery, healthcare quality and accreditation, staff/surgeons expertise, healthcare information, hospital facilities and services, patient safety, travel risk, surgical costs and holiday opportunity as important factors that influence the decision to travel abroad for medical treatment/surgery.

Foreign patients from six private hospitals were willing to be interviewed with the permission of the hospital. Due to confidentiality and privacy policy, many hospitals declined interviews with foreign patients.

The findings are generalised in case of foreign patients as MTs and all private hospitals treating foreign patients in India and other global healthcare destinations. Policy implications suggest that private hospitals in developing countries need to provide first-class quality of healthcare as foreign patients look for internationally accredited quality, no waiting time, patient safety, qualified and experienced surgeons, healthcare workers education and experience hospital facilities and post-surgery care with positive healthcare outcomes.

There is little empirical research on the views of inbound MTs, about factors influencing their decision to travel abroad for surgery to India.

In every country, specific cultures exist. In comparison most businesses have a variety of different cultures because there are different people working within the company. People with the same religion, language, beliefs and values share a culture. This, in turn, is shared with all types of people in the same cultural system. Here the author examines the art of managing people who are from different cultures, taking into account their different set of values, traditions, and ways of achieving various goals. It exposes some of the problems inherent in the host (local) country where a home (parent company) manager refuses or is incapable of internalizing the local culture in which the expatriate operates. Business tactics are enforced and implemented differently depending on the culture the decision‐maker is from. Therefore, one should always think globally and act locally.

The term “globalisation”, although ubiquitous, has lost precision due to the fact that it can be applied in diverse ways. Here, multiple implications of globalisation are discussed in order to clarify its impact upon modern business and vice versa. In specific, the concepts of homogenisation, polarisation, and hybridisation are examined. By comparing these models to earlier paradigms (such as those provided by the Enlightenment and the Romantic Movement), more precise discussions of globalisation result. The concept of dialectics, furthermore, provides a valuable tool to use when analysing the process of hybridisation.

Investigates primary differences between employee motivation in the USA and Japan. Spotlights how workers in both countries work towards promotion and advancement. Stresses that Americans are individualists and that the Japanese are organization‐loyal. Concludes self‐actualization is likely to mean different things to employees in both cultures.

The novel The Ugly American published in the late 1950s depicts the blunderings which can take place when decision makers are overly ethnocentric. Happily, in interpersonal dealings, executives are becoming more accepting of the ways of other people. Anthropologists such as Edward T. Hall have developed a wealth of material which explores the habits and customs of other people and how to interact in situations with such people. Thus, overt ethnocentrism is largely on the wane. Ironically, as Westerners have become more worldly in their interpersonal dealings with other people, they have also embraced a strong “global marketing” orientation. This global paradigm contains a “covert ethnocentrism” since it presupposes that the whole world is being transformed in the same way by technology. Although in the long flow of history this might be true, global theories are not usually relevant to short‐term analysis on strategic planning. In an era when we have largely purged our thinking of overt ethnocentrism, we must resist this new “covert” ethnocentrism.

Our Dublin correspondent telegraphed last night:

Literature and textbooks about intercultural communication and management often feature cultural differences rather than similarities. Japanese culture is frequently distinguished in business and management contexts from Western culture. This process arguably leads to an overemphasis of the uniqueness of Japanese culture. A review of relevant literature, however, reveals that the tendency to overemphasise the uniqueness of Japanese culture is one shared by both Western and Japanese scholars. This paper discusses how the discourse has emerged in business and intercultural literature by tracing the influence of historical and economic factors. It also explores the implications of describing Japanese business culture in relation to practices in the West for both managers and students internationally. International students of business, who are grappling with intercultural communication literature as it pertains to Japan and the West, need to engage in critical ways with the discourse adopted in the literature. The intention therefore of the paper is to illuminate how a “differences‐focused” approach in texts could promote a stereotypical and potentially facile view of Japanese culture rather than one that encourages a more meaningful and informed understanding that appreciates the context in which the uniqueness of Japanese culture has hitherto been presented.

This paper aims to offer a new perspective to conceptualize the Great Resignation from the cognition of space and time, as well as the opportunity to re-negotiate space and time arrangements in personal and organizational lives. As a result, the paper provides new ideas for developing more holistic and sustainable individuals and organizations to survive and thrive in challenges of global disruptions.

Drawing from anthropology and psychology works in space and time, this paper proposes new ideas for individuals and organizations to negotiate space and time arrangements that facilitate holistic personal growth and sustainable organizational lives.

This research raises a critical point on the need to reconceptualize and renegotiate work arrangements about where we work and when we work. Anthropologist Edward Hall suggests that work should be viewed from multiple lenses that connotate different meanings of space and time in different parts of the world. Instead of separating professional and personal lives, we need to cultivate a more holistic mindset and renegotiate space and time settings at work.

This research broadened current conceptualizations of the Great Resignation and organizational behavior around work arrangements. From an interdisciplinary perspective, this paper suggests that individuals and organizations negotiate space and time arrangements for more agile and resilient future.