Search results

The positive outcomes demonstrated in programme efficacy trials and the apparent ineffectiveness of programmes in community settings have prompted investigators and practitioners to examine implementation fidelity. Critically important, but often overlooked, are the implementers who deliver evidence‐based programmes. This article distinguishes fidelity at the programme level from implementer fidelity. Two components of implementer fidelity are defined. It is proposed that implementer adherence and competence are related but unique constructs that can be reliably measured for training, monitoring and outcomes research. Observational measures from a school‐based preventive intervention are used to illustrate the contributions of implementer adherence and competence. Distinguishing implementer adherence to the manual from competence in programme delivery is the next step in child mental health programme implementation research.

The purpose of this paper is to investigate the large case of enterprise resource planning (ERP) system implementation in Latin America, performed between 2011 and 2015 in a Brazilian, multinational, publicly traded company. Using the organizational change literature as background, this research analyzes the barriers and factors of success by comparing the perspectives of ERP implementers and end-users, identifying success factors and barriers of this project. A conceptual framework is developed.

The case study method was used to conduct an in-depth analysis of the interviews that captured the complexity of this process. The change management project team had exactly 11 implementers, of whom ten were interviewed, and 45 end-users, of whom 20 were interviewed.

The results suggest that end-users and implementers have opposite perceptions regarding the role of previous experience, organizational processes, capacity for change, leadership behavior, and the interaction of business units. In general, implementers presented a more critical perception of the change processes. Conversely, implementers and end-users agreed that business needs and cultural values facilitated the ERP implementation, whereas organizational structure and geographic dispersion constrain it.

This research could have analyzed the results by region or by production line.

The major contribution of this research is to offer a conceptual framework to analyze different views about the same project. This study deepens the understanding of ERP implementations by adding studies from other countries and different cultures. For practitioners, this case study aims to offer the experiences and perceptions that implementers and end-users had about the largest ERP implementation system in Latin America.

The purpose of this paper is to shed new light on the way the cross-sector collaboration (CSC) process can foster gender-focused sustainability initiatives to improve female workers’ conditions in developing countries. The study does so by introducing and examining the influence of nonprofit boundary work during the CSC process.

The paper is based on thirty-four interviews and qualitative fieldwork. It draws on a case analysis of a regional CSC between multiple organizations operating locally in the apparel industry of Bangladesh, a developing country.

Scaffolding work in the CSC formation stage – performed by development agency implementers who construe boundaries – and sensitization work in the CSC implementation stage – performed by a non-governmental organization (NGO) implementers who blur and expand boundaries – emerge as two conceptual categories of nonprofit boundary work. This allows NGO implementers to identify and enable the agency of sustainability envoys or socially privileged individuals who capitalize on their social credentials to support female workers in the factory and in the community.

The study offers novel insights into the CSC process. It contributes to the CSC literature and the literature on boundary work, with a focus on gender-focused sustainability initiatives for female workers in developing countries.

This paper aims to present the critical reflections of three women implementers formerly working in projects that seek to support the mental health and well-being (MHW) of postgraduate researchers (PGRs), which has become a recent focus for UK researchers and policymakers. The paper offers an experience-based perspective on tensions in PGR-MHW project implementation by providing personal accounts of several social dilemmas the authors encountered. From reflecting on experiences, the authors derived recommendations for mitigating such dilemmas when designing and delivering future projects.

In this chapter the authors present a field study investigating the adoption of information communications technology innovation at a UK-based University hospital. The authors have followed the implementation of electronic medicine chart technology (EMEDs) designed to replace “traditional” paper-based systems used by doctors, nurses, and pharmacists teams in the hospital. Having studied the interactions between the “user” and “implementer” groups, the findings of this chapter offer a socio-cognitive model of innovation adoption which accounts for the intra- and inter-team idiosyncrasies that underpin the processes of implementation. Using the concept of interactive framing as the analytical lens, findings of this chapter illustrate that the adoption and diffusion process of innovation is a social process resulting from the interaction of organizational team members. The cycles constituting the adoption and implementation of EMEDs in this research encapsulate the conflicting experience of different groups and their transition from implementation to acceptance. The authors have adopted a socio-cognitive perspective to explain the asymmetrical experience of different groups in a complex, high reliable organization.

The purpose of this paper is to identify just rightsizing practices in a manufacturing organization in an attempt to redefine organizational justice.

A total of 177 individuals were interviewed in an Indian manufacturing organization and their perspectives of the rightsizing processes are outlined, compared and contrasted to identify just rightsizing practices in the organization.

A number of practices at the initial stage of rightsizing are seen as being implemented to the same extent by all the three categories of individuals – implementers, stayers and separated. Therefore, justice is seen to be maximized. Practices concerning the actual process of separation and afterwards, such as communication, arranging for graceful exits, leadership, evaluation of the processes and assistance programmes for the stayers and separated, need to be improved upon.

The model is used to study already implemented rightsizing processes. Therefore, though it is suggested that the model can be used to design just processes an empirical proof of the same cannot be provided at this stage.

The model provides an internal benchmark for the organization in how just the rightsizing processes are with regard to its impacts on those most affected by the processes.

This paper aims to examine the factors that affect the quality of healthcare services in the implementation of the National Health Insurance Scheme (NHIS) at the local level in Ghana from the perspectives of health policy implementers and beneficiaries in public-private organisations.

This paper has adopted a mixed research method with both qualitative and quantitative data, with in-depth interviews, document analysis and focus groups discussions. A total of 107 participants took part in the interviews and the questionnaire survey.

The study found that these factors greatly affect the quality of healthcare services from the implementers’ perspectives — referrals, effectiveness in monitoring, timeliness, efficiency, reimbursement, compliance with standard guidelines of Ghana Health Service (GHS) and accreditation process. For the beneficiaries, three healthcare services factors are important, including medical consultations, diagnostic services and the supply of drugs and medicines. Some other factors are found to be the least prioritized healthcare services, namely the issuance of prescription forms, verification of identification (ID) cards and staff attitude. However, the study found that implementers and beneficiaries exhibited a mixed reaction (perspectives) on accessing some healthcare services. In some healthcare services where the implementers perceived that beneficiaries have more access to such services, the beneficiaries think otherwise, an irony in the perspectives of the two actors.

This paper adds to the extant literature on the perspectives of policy implementers and beneficiaries on factors that affect the quality of healthcare services in general and specifically on the implementation of NHIS in Ghana with the public-private dimension.

The purpose of this paper is to investigate how manufacturing strategies could affect the supplier selection criteria used by business firms.

Survey strategy was used to empirically understand the research argument. First, principal component factor analysis was employed to validate the underlying structure of the supplier selection criteria. Then, simple regression analysis was employed to test the research hypotheses.

Organizations pursuing lean strategies will emphasize factors that improve their efficiency when selecting their suppliers, while organizations pursuing agile strategies will assert factors that improve their ability to respond to customer unique requirements when selecting their suppliers.

This study provides new insight for researchers to understand the effect of manufacturing strategies on the classification of supplier selection criteria. However, the small sample size might limit the ability to generalize research findings. Further research is required to confirm the findings using a wider sample.

This research provides practitioners with useful insights into how to select their suppliers based on their manufacturing strategies.

This paper classifies supplier selection criteria into three distinct groups: lean, agile, and common capabilities. Lean capability refers to the list of criteria that are highly relevant in selecting suppliers for lean implementers. Agile capability refers to the list of criteria that are highly relevant in selecting suppliers for agile implementers. Finally, common capability refers to the list of criteria that have comparable relevance in selecting suppliers for both lean and agile implementers.

The purpose of this paper is to investigate the extent to which International Standardization Organization (ISO) 9000 implementation is associated with better alignment of supply chain activities.

This research hypothesized the moderation effect of ISO 9000 over the alignment between customer priorities from one side and supplier selection criteria priorities from the other side. Collected survey data were analyzed using cluster analysis. Then, moderated regression analysis using ordinary least squares was employed to test the study hypotheses.

Advanced ISO 9000 implementation moderates the relation between customer priorities and the prioritization of supplier selection criteria with respect to priorities of cost management, total cost of ownership and product flexibility. While, there was no sufficient evidence to the same effect with respect to priorities of logistical flexibility and delivery.

This research presents a new perspective for researchers to study the extended benefits of ISO 9000 implementation and its moderating effect over supply chain relations. However, the small sample size might limit the ability to generalize the research findings. Further research is required to confirm the research findings using wider sample.

This research provides practitioners with a path to acknowledge the role of ISO 9000 as a business practice that helps organizations to align their supply chain activities.

This paper contributes to knowledge by proposing the moderation effect of ISO 9000 implementation on the alignment between customer priorities from one side and the emphasis that organization place on the same priorities while selecting suppliers from the other side.

The purpose of this paper is to explore the paradoxical resistance of parent and private school food vendors to the paternalistic nature of school food policies. It develops the hypothesis that resistance, on the basis of them being “paternalistic”, is associated with implementers experiencing ethical breaches that contribute to frustration and low acceptability. This may be leading to accusations of paternalism and non-cooperation.

It takes a deontological perspective and uses Upshur’s (2002) public health ethics framework to explore the potential that parents involved in school fundraising and private school food vendors are experiencing ethical breaches associated with implementation of school food and beverage sales policies in the Canadian context.

Upshur’s (2002) harm principle highlighted how some implementers feel a loss of freedom in how they choose to function, which is perceived to be resulting in lost profits. Parents involved in fundraising activities may experience feelings of coercion. Opting out of fundraising may result in their children’s schools having fewer resources. Smaller private vendors are coerced through economic incentives while being bound by what products are available in the marketplace and the associated costs of items that comply with nutrition standards. Discussion around the reciprocity principle revealed implementers feel they are not adequately supported to implement. Transparency has been questioned where stakeholders report their perspectives are often not equally considered in decision making.

This is the first paper to explore the often cited resistance to the paternalistic nature of school food and beverage environment policies as an implementation barrier. Using a deontological ethical perspective offers an original way to discuss school food policies. This work offers potential leverage points at which policy-makers and practitioners may intervene to improve acceptability and contribute to more effective, consistent implementation.