A systematic review of Lean in healthcare : a global prospective
- Antony, Jiju, Sunder, Vijaya, Sreedharan, Raja, Chakraborty, Ayon, Gunasekaran, Angappa
- Authors: Antony, Jiju , Sunder, Vijaya , Sreedharan, Raja , Chakraborty, Ayon , Gunasekaran, Angappa
- Date: 2019
- Type: Text , Journal article , Review
- Relation: International Journal of Quality and Reliability Management Vol. 36, no. 8 (2019), p. 1370-1391
- Full Text:
- Reviewed:
- Description: Purpose: Fostered by a rapid spread beyond the manufacturing sector, Lean philosophy for continuous improvement has been widely used in service organizations, primarily in the healthcare sector. However, there is a limited research on the motivating factors, challenges and benefits of implementing Lean in healthcare. Taking this as a valuable opportunity, the purpose of this paper is to present the key motivating factors, limitations or challenges of Lean deployment, benefits of Lean in healthcare and key gaps in the literature as an agenda for future research. Design/methodology/approach: The authors used the secondary data from the literature (peer-reviewed journal articles) published between 2000 and 2016 to understand the state of the art. The systematic review identified 101 articles across 88 journals recognized by the Association of Business Schools ranking guide 2015. Findings: The systematic review helped the authors to identify the evolution, current trends, research gaps and an agenda for future research for Lean in healthcare. A bouquet of motivating factors, challenges/limitations and benefits of Lean in healthcare are presented. Practical implications: The implications of this work include directions for managers and healthcare professionals in healthcare organizations to embark on a focused Lean journey aligned with the strategic objectives. This work could serve as a valuable resource to both practitioners and researchers for learning, investigating and rightly adapting the Lean in the healthcare sector. Originality/value: This study is perhaps one of the comprehensive systematic literature reviews covering an important agenda of Lean in Healthcare. All the text, figures and tables featured here are original work carried by five authors in collaboration (from three countries, namely, India, the USA and the UK). © 2019, Emerald Publishing Limited.
- Authors: Antony, Jiju , Sunder, Vijaya , Sreedharan, Raja , Chakraborty, Ayon , Gunasekaran, Angappa
- Date: 2019
- Type: Text , Journal article , Review
- Relation: International Journal of Quality and Reliability Management Vol. 36, no. 8 (2019), p. 1370-1391
- Full Text:
- Reviewed:
- Description: Purpose: Fostered by a rapid spread beyond the manufacturing sector, Lean philosophy for continuous improvement has been widely used in service organizations, primarily in the healthcare sector. However, there is a limited research on the motivating factors, challenges and benefits of implementing Lean in healthcare. Taking this as a valuable opportunity, the purpose of this paper is to present the key motivating factors, limitations or challenges of Lean deployment, benefits of Lean in healthcare and key gaps in the literature as an agenda for future research. Design/methodology/approach: The authors used the secondary data from the literature (peer-reviewed journal articles) published between 2000 and 2016 to understand the state of the art. The systematic review identified 101 articles across 88 journals recognized by the Association of Business Schools ranking guide 2015. Findings: The systematic review helped the authors to identify the evolution, current trends, research gaps and an agenda for future research for Lean in healthcare. A bouquet of motivating factors, challenges/limitations and benefits of Lean in healthcare are presented. Practical implications: The implications of this work include directions for managers and healthcare professionals in healthcare organizations to embark on a focused Lean journey aligned with the strategic objectives. This work could serve as a valuable resource to both practitioners and researchers for learning, investigating and rightly adapting the Lean in the healthcare sector. Originality/value: This study is perhaps one of the comprehensive systematic literature reviews covering an important agenda of Lean in Healthcare. All the text, figures and tables featured here are original work carried by five authors in collaboration (from three countries, namely, India, the USA and the UK). © 2019, Emerald Publishing Limited.
The impact of employees’ values on role engagement : assessing the moderating effects of distributive justice
- Rice, Bridget, Fieger, Peter, Rice, John, Martin, Nigel, Knox, Kathy
- Authors: Rice, Bridget , Fieger, Peter , Rice, John , Martin, Nigel , Knox, Kathy
- Date: 2017
- Type: Text , Journal article
- Relation: Leadership and Organization Development Journal Vol. 38, no. 8 (2017), p. 1095-1109
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- Description: Purpose: The purpose of this paper is to investigate the manner in which employees’ experience of distributive justice (DJ) moderates the impact of intrinsic and extrinsic values on role engagement (RE). RE is especially important in the healthcare setting (examined here) due to the sector’s complexity, changeability and emotionally challenging nature. Design/methodology/approach: Using data collected from a survey of employees from a large government health district in Southeast Queensland (Australia), this study examined the determinants of RE among a group of employees working across three hospital locations. Findings: The focus of the study was on the impact, both directly and in combination, of espoused extrinsic and intrinsic values and perceived DJ on RE. The authors identify strong direct effects from DJ on RE, and complex third-order effects for the combinations of intrinsic (IM) and extrinsic motivation and DJ in predicting RE. Research limitations/implications: As a cross-sectional and attitudinal survey, care must be taken in relation to common-method variance. Post hoc controls were performed in relation to this. Practical implications: DJ is important for all, and is a powerful motivator for engagement of employees reporting highly on IM. There is evidence that the most engaged employees are not those most motivated by extrinsic rewards alone, although employees who are motivated primarily by extrinsic rewards alone can be highly engaged when they experience high levels of DJ. Social implications: For managers seeking to engage their employees, an understanding of the different motivators for intrinsically vs extrinsically inclined employees is important. Taken together, these results suggest that employee RE is driven by a complex set of factors that differ between employees. Managing this complexity is an important consideration for managers. Originality/value: This is the first empirical study to show these interaction effects using these measures. The healthcare context, generally under researched, also features in this study. © 2017, © Emerald Publishing Limited.
- Authors: Rice, Bridget , Fieger, Peter , Rice, John , Martin, Nigel , Knox, Kathy
- Date: 2017
- Type: Text , Journal article
- Relation: Leadership and Organization Development Journal Vol. 38, no. 8 (2017), p. 1095-1109
- Full Text:
- Reviewed:
- Description: Purpose: The purpose of this paper is to investigate the manner in which employees’ experience of distributive justice (DJ) moderates the impact of intrinsic and extrinsic values on role engagement (RE). RE is especially important in the healthcare setting (examined here) due to the sector’s complexity, changeability and emotionally challenging nature. Design/methodology/approach: Using data collected from a survey of employees from a large government health district in Southeast Queensland (Australia), this study examined the determinants of RE among a group of employees working across three hospital locations. Findings: The focus of the study was on the impact, both directly and in combination, of espoused extrinsic and intrinsic values and perceived DJ on RE. The authors identify strong direct effects from DJ on RE, and complex third-order effects for the combinations of intrinsic (IM) and extrinsic motivation and DJ in predicting RE. Research limitations/implications: As a cross-sectional and attitudinal survey, care must be taken in relation to common-method variance. Post hoc controls were performed in relation to this. Practical implications: DJ is important for all, and is a powerful motivator for engagement of employees reporting highly on IM. There is evidence that the most engaged employees are not those most motivated by extrinsic rewards alone, although employees who are motivated primarily by extrinsic rewards alone can be highly engaged when they experience high levels of DJ. Social implications: For managers seeking to engage their employees, an understanding of the different motivators for intrinsically vs extrinsically inclined employees is important. Taken together, these results suggest that employee RE is driven by a complex set of factors that differ between employees. Managing this complexity is an important consideration for managers. Originality/value: This is the first empirical study to show these interaction effects using these measures. The healthcare context, generally under researched, also features in this study. © 2017, © Emerald Publishing Limited.
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