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Book part
Publication date: 23 February 2015

Jim Goes, Grant T. Savage and Leonard H. Friedman

Explores recent approaches to international best practices and how they relate to context and innovation in health services.

Abstract

Purpose

Explores recent approaches to international best practices and how they relate to context and innovation in health services.

Design/methodology/approach

Critical review of existing research on best practices and how they created, diffused, and translate in the international setting.

Findings

Best practices are widely used and discussed, but processes by which they are developed and diffused across international settings are not well understood.

Research implications

Further research is needed on innovation and dissemination of best practices internationally.

Originality/value

This commentary points out directions for future research on innovation and diffusion of best practices, particularly in the international setting.

Details

International Best Practices in Health Care Management
Type: Book
ISBN: 978-1-78441-278-4

Keywords

Article
Publication date: 1 March 2000

Mohamed Zairi and John Whymark

Features two case studies. The first of these focuses on Royal Mail, provider of a universal delivery service within the UK. Notes how total quality management has evolved…

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Abstract

Features two case studies. The first of these focuses on Royal Mail, provider of a universal delivery service within the UK. Notes how total quality management has evolved within the organization and how the role of internal good practice has underpinned the development of a continuous improvement environment. Identifies the key enablers for the effective transfer of good practice and the process models adopted. The second case study focuses on Texas Instruments Europe, part of the TI Group and a previous winner of the European Foundation for Quality Management Award. Investigates how different sources provide an extensive database of knowledge for the organization wishing to locate best practices. Identifies the approach adopted to best practice sharing in order to remain focused and achieve maximum benefits within the shortest timeframe. The organization has set up its own office of best practice (OBP) to support the best practice drive and the article focuses on how the OBP expertise is deployed to maximum effect within the organization.

Details

Benchmarking: An International Journal, vol. 7 no. 1
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 1 March 1997

Cindy Johnson

A recognition that pockets of business and process excellence existed alongside mediocrity led Texas Instruments to establish a Best Practice Sharing programme under the…

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Abstract

A recognition that pockets of business and process excellence existed alongside mediocrity led Texas Instruments to establish a Best Practice Sharing programme under the direction of the Office of Best Practices. The Office of Best Practices, launched in 1994, is a dedicated unit which helps Texas Instruments’ worldwide businesses to identify, access and transfer best practices. TI’s Best Practice Sharing initiative was implemented to provide a mechanism for dialogue between TI leadership and TI employees and to facilitate collaboration based on the company’s strengths and business gaps. The goal is to provide a quicker path to achieving business excellence. In addition to providing these solutions, the Best Practice Sharing project has provided TI employees with a greater sense of the synergies possible across the company and a greater feeling of shared vision. This paper reviews the TI‐BEST programme, the Best Practice Sharing initiative, and examines the lessons learnt and benefits gained from best practices knowledge sharing.

Details

Journal of Knowledge Management, vol. 1 no. 1
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 22 March 2011

Jacob Hallencreutz and Dawn‐Marie Turner

The purpose of this paper is to explore whether there are some existing widespread and common models and definitions for organizational change best practice in the literature.

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Abstract

Purpose

The purpose of this paper is to explore whether there are some existing widespread and common models and definitions for organizational change best practice in the literature.

Design/methodology/approach

This paper builds on previous research to define a model of evidence‐based change management base practice. A structured literature review is used to search for contemporary models and definitions of organizational change best practice.

Findings

No consistent definitions of organizational change best practice are to be found in the literature.

Originality/value

The paper provides a snapshot of the current literature on organizational change best practice. Implications of the findings on organizational change best practice are discussed and further research suggested.

Details

International Journal of Quality and Service Sciences, vol. 3 no. 1
Type: Research Article
ISSN: 1756-669X

Keywords

Article
Publication date: 1 August 2005

J.A.S.K. Jayakody and W.M.A. Sanjeewani

The present study was undertaken to identify what practices are considered best business practices by business firms in Sri Lanka and to explore whether there exist…

1633

Abstract

Purpose

The present study was undertaken to identify what practices are considered best business practices by business firms in Sri Lanka and to explore whether there exist different practices in different sectors.

Design/methodology/approach

Data were collected from managers attending postgraduate and mid‐career development programs in a large Sri Lankan university. A total of 71 managers responded to the questionnaire representing 71 firms. The data were analyzed with principal component factor (Varimax rotation) technique to identify the best practices and Tukey's post hoc test was employed to compare them across different sectors.

Findings

The findings indicate that the following are considered to be best business practices in Sri Lanka: a bias for action, quality focus, customer orientation, relationships with customers, relationships with employees and outsourcing. These best practices belong to four key performance areas, namely external market orientation, internal organizational process, current business performance, and internal customer orientation. It was also found that medium‐sized firms are different from large, and service firms are different from firms in the trade sector in terms of a bias for action. Further, firms operating in the overseas markets and manufacturing firms are significantly higher in “quality focus” than their counterparts.

Research limitations/implications

The researchers suggest that future research be undertaken using large samples, taking the four‐dimensional framework as the conceptual framework.

Originality/value

Though the history of best business practices runs into the early 1980s, empirical studies on the topic are limited both in the West and the East. During the last two decades a number of lists of best practices appeared with little empirical support, thus causing a research gap.

Details

Journal of Management Development, vol. 24 no. 7
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 16 May 2016

Renu Agarwal, Roy Green, Neeru Agarwal and Krithika Randhawa

The purpose of this paper is to investigate the determinants of best management practices in an Australian state-run healthcare system, namely New South Wales (NSW), and…

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Abstract

Purpose

The purpose of this paper is to investigate the determinants of best management practices in an Australian state-run healthcare system, namely New South Wales (NSW), and studies the impact of a range of hospital factors in driving best management practices as a means of enhancing healthcare delivery.

Design/methodology/approach

This study adapts a unique survey instrument globally tested to quantify the multi-dimensional nature of hospital management practices in 42 acute care public hospitals of NSW. The authors then analysed the role of hospital-specific characteristics in driving best management practices, namely hospital size (measured by the number of hospital beds, employees and doctors), level of skill and education, degree of hospital manager autonomy and organisational hierarchy.

Findings

The findings of this study show the areas of strength and potential areas of improvement in NSW hospitals. The authors find a positive association between the adoption of better management practices and hospital size (measured by the number of hospital beds and employees), level of skills and education, degree of hospital manager autonomy and organisational hierarchy. However, hospital size as measured by the number of doctors did not have a statistically significant relationship.

Practical implications

This paper is of interest to both hospital administrators, clinical doctors and healthcare policy-makers who want to improve and develop strategies for better management in the healthcare sector.

Originality/value

This study provides an internationally comparable robust measure of management capability in public hospitals, and contributes to the evidence-base of management practices and performance in hospitals.

Details

Journal of Health Organization and Management, vol. 30 no. 3
Type: Research Article
ISSN: 1477-7266

Keywords

Article
Publication date: 6 June 2020

Areej Alhogail

Sharing information security best practices between experts via knowledge management systems is valuable for improving information security practices, exchanging…

Abstract

Purpose

Sharing information security best practices between experts via knowledge management systems is valuable for improving information security practices, exchanging expertise, mitigating security risks, spreading knowledge, reducing costs and saving efforts. The purpose of this paper is developing a conceptual model to enhance the transfer of information security best practices between professionals in virtual communities through a Web-based knowledge management system to exchange their successful experience in handling different information security situations.

Design/methodology/approach

The model is validated by surveying 17 experts’ reviews on the correctness of the model’s structure and its related components through applying deep rich peer debriefing to test suitability. Quantitative data has been collected to achieve confirmatory results.

Findings

The resulting model incorporates five main components that support the formal mechanism for the acquisition and dissemination of knowledge: identification, classification, storage, validation and sharing. The success of knowledge sharing is highly dependent on the active collaboration of community members and highly influenced by motivation. Validating transferred knowledge is vital for ensuring the credibility of the system.

Originality/value

To the best of the author’s knowledge, this paper is one of the first to highlight the role of integrating knowledge management to enhance the effective share and reuse of information security best practices knowledge. The research results can support researchers investigating the topic and generate trustworthy literature to guide information security virtual community developers.

Details

VINE Journal of Information and Knowledge Management Systems, vol. 51 no. 4
Type: Research Article
ISSN: 2059-5891

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Article
Publication date: 1 October 1997

Michiya Morita and E. James Flynn

Examines the role and influence of management systems, practices and behaviour in successful manufacturing strategy, based on the development of manufacturing strategy…

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Abstract

Examines the role and influence of management systems, practices and behaviour in successful manufacturing strategy, based on the development of manufacturing strategy into a comprehensive concept which contains three paradigms: manufacturing as a source of competitive advantage, that the choices of manufacturing processes and other related characteristics are contingent on one another, and there is a relationship between best practice and performance. The study employed a survey of 46 Japanese factories in the machinery, electronics and automotive industries, with 26 people in each factory. The factories were examined on how closely they used “best practices” management. In addition, factor analysis, cluster analysis, t‐tests on differences between the groups and correlations among clusters, practices and performance were conducted. The results supported the study’s three hypotheses: factories report different levels of use of the best practices; best practices are linked into certain sets of practices; and the use of best practices is related to performance. The discussion and conclusions address these findings and are used to offer support for Voss’s recent claim that manufacturing strategy should be considered “a continuous loop” among the three paradigms of manufacturing strategy.

Details

International Journal of Operations & Production Management, vol. 17 no. 10
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 1 February 2005

Jean‐Luc Maire, Vincent Bronet and Maurice Pillet

The paper aims to provide guidelines of companies in identifying their best practices with reference to a French example.

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Abstract

Purpose

The paper aims to provide guidelines of companies in identifying their best practices with reference to a French example.

Design/methodology/approach

The paper describes first the evolution of benchmarking, which nowadays is more and more based on the identification of good practices to acquire or transfer. Then we present a typology of best practices which can help a company to discern more effectively what could be relevant to exchange in benchmarking. Finally, we describe the best practice specification (BPS) method, which helps a company to locate and specify its good practices likely to be transferred within the framework of benchmarking.

Findings

The paper underlines the difficulty of a company to clearly define what a “best practice” is and the lack of methods which could help it to identify its best practices.

Research limitations/implications

Future research will be to develop a method of acquisition and representation of the best practices. In particular, it will be a question of studying if certain models that are currently proposed to represent knowledge (GAMETH, KADS, MKSM, MEREX, …) can be used for the acquisition and the formalization of these best practices.

Practical implications

The BPS method is presently applied in TECUMSEH Europe on its Cessieu site (France). The company is identifying the best practices currently put into place by the various sectors of manufacturing of the site on the process “To deploy progress effort (SPC and TPM)”. The long term objective of the company is to apply these practices in all of the manufacturing sectors of the site, as well as on those other three sites in the group.

Originality/value

This paper offers practical help to a company to identify and characterize its best practices.

Details

Benchmarking: An International Journal, vol. 12 no. 1
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 1 October 2000

Yasar F. Jarrar and Mohamed Zairi

Presents the findings of a global survey, undertaken by the European Centre for Total Quality Management (UK), which was aimed at identifying the critical success factors…

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Abstract

Presents the findings of a global survey, undertaken by the European Centre for Total Quality Management (UK), which was aimed at identifying the critical success factors for the “effective internal transfer of best practices”. Overall, 227 organisations took part in the study. Participant organisations came from 32 different countries, all involved in benchmarking. The participants represented a wide cross‐section of organisational sectors ranging from non‐profit and government agencies to environmental management services and auto parts manufacturers. The survey shed light on the process and methodologies used by organisations to identify and evaluate best practices, and the process used for post‐implementation evaluation to assess the benefits gained. The results have highlighted the importance of “involvement” (training, ownership, and open communication) of all employees for the effective transfer of best practices. Concludes with an overview of the future issues that are expected to influence the spread and application of benchmarking and best practice transfer.

Details

Benchmarking: An International Journal, vol. 7 no. 4
Type: Research Article
ISSN: 1463-5771

Keywords

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