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The purpose of this paper is to present a case study of a successful quality improvement project in an acute care hospital focused on reducing the time of the total patient visit in the emergency department.

A multidisciplinary quality improvement team, using the PDSA (Plan, Do, Study, Act) Cycle, analyzed the emergency department care delivery process and sequentially made process improvements that contributed to project success.

The average turnaround time goal of 90 minutes or less per visit was achieved in four months, and the organization enjoyed significant collateral benefits both internal to the organization and for its customers.

This successful PDSA process can be duplicated by healthcare organizations of all sizes seeking to improve a process related to timely, high-quality patient care delivery.

Extended wait time in hospital emergency departments is a universal problem in the USA that reduces the quality of the customer experience and that delays necessary patient care. This case study demonstrates that a structured quality improvement process implemented by a multidisciplinary team with the authority to make necessary process changes can successfully redefine the norm.

This purpose of this paper is to develop and examine a theoretical framework for evaluating role of corporate social responsibility (CSR) in influencing millennial fast food consumers’ purchasing behavior. It also aims to help business strategists to leverage marketing strategies to achieve a competitive gain.

To examine the proposed framework through the partial least squares structural equation modeling (PLS-SEM), the authors collected data through survey. They also evaluated the proposed framework through the multi-group analysis and the importance-performance map analysis (IPMA).

Findings suggest that CSR alone is unable to influence millennial fast food consumers’ purchase intention. Therefore, fast food business strategists should communicate CSR activities by simultaneously focusing on affective identification and satisfaction to achieve the objective. IPMA analysis shows that, among all the CSR indicators, fast food restaurants’ responsible behavior and their concern with respect to the environment create the most impact on millennial fast food consumers’ mindset.

For fast food business strategists, the findings of this research provide a strategic blueprint in terms of using CSR as a way to foster relationships with the millennial fast food consumers, thus creating a competitive advantage in the market.

Anchoring in the theoretical framework, this research contributes to the extant literature by providing a critical evaluation of how to influence millennial fast food consumers’ purchase intention from a more systematic perspective. This research also offers fast food marketing managers a strategy by leveraging their initiatives for a particular customer segment through the IPMA at both the construct and indicator levels.

The purpose of this paper is to develop and examine a theoretical framework that evaluates the effects of banking consumers’ justice perception on their post-complaint mindsets. It also aims to help business strategists to customize service failure management activities to achieve a competitive advantage.

To examine the proposed framework using partial least square structural equation modeling, the authors collected data through a survey. The authors also evaluated the proposed framework through multi-group analysis and importance-performance map analysis (IPMA).

Results show that recovery disconfirmation mediates the relationship between banking consumers’ perception of justice and recovery satisfaction. Moreover, after a service failure, brand equity and loyalty mediate the relationship between recovery satisfaction and positive word-of-mouth behavior. IPMA analysis at the construct level shows that fostering the perception of recovery satisfaction is crucial for creating a positive post-failure impression in the mind of the banking consumer.

For banking practitioners, the findings of this research provide a strategic blueprint for managing service failure by developing relationships with consumers, thus creating an opportunity to gain competitive advantage.

Anchored in the theoretical framework of justice theory (Adams, 1963), expectation disconfirmation theory (Oliver, 1977) and social exchange theory (Kelley and Thibaut, 1978), the research adds to the literature by providing a critical evaluation of how to influence banking consumers’ post-complaint behavior from a more systematic perspective.

The purpose of this paper is to develop, validate, and use a survey instrument to measure and compare the perceived quality of three types of US urgent care (UC) service providers: hospital emergency rooms, urgent care centres (UCC), and primary care physician offices.

This study develops, validates, and uses a survey instrument to measure/compare differences in perceived service quality among three types of UC service providers. Six dimensions measured the components of service quality: tangibles, professionalism, interaction, accessibility, efficiency, and technical quality.

Primary care physicians’ offices scored higher for service quality and perceived value, followed by UCC. Hospital emergency rooms scored lower in both quality and perceived value. No significant difference was identified between UCC and primary care physicians across all the perspectives, except for interactions.

The homogenous nature of the sample population (college students), and the fact that the respondents were recruited from a single university limits the generalizability of the findings.

The patient’s choice of a health care provider influences not only the continuity of the care that he or she receives, but compliance with a medical regime, and the evolution of the health care landscape.

This work contributes to the understanding of how to provide cost effective and efficient UC services.

This study developed and validated a survey instrument to measure/compare six dimensions of service quality for three types of UC service providers. The authors provide valuable data for UC service providers seeking to improve patient perceptions of service quality.

The agricultural Green Revolution of the 1960s and 1970s was set in motion to attempt to solve the actual and projected shortfalls of food over the coming decades. Specialized hybrids of basic food crops, such as wheat, corn, and soybeans, could be created for higher yield, resistance to disease, and sustainable growth in various weather conditions and soils. The creation and widespread use of such designer plants were not, however, without its critics. One of the dangers pointed out was that since a single, specialized crop might be susceptible to an as‐yet‐unknown disease or blight or change in a weather pattern, a nation's or the world's entire harvest of that crop might be affected. The greater the diversity of seeds and crops, the less likely it would be that the system as a whole would be at risk. In addition, Malthusian forces would be in effect. That is, with more food available, world populations would tend to increase to the limits of available supply in bountiful times. Thus any future lean years would result in a crisis of far greater proportions than that then currently being faced. In general, the issue could be stated in a piece of farmers' folk‐wisdom: “Don't put all your eggs in one basket.”