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...ts and measurement models for use in this study. Customer orientation refers to the extent to which the needs of customers are aware of, considered or addressed in different operations processes [3], =-=[12]-=-, [33]. Continuous process improvement embraces efforts to reduce operational variations, mistakes and costs [35], [89]. Process-control systems refer to formal control procedures used in various stag...

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...2) think that if the organization redirected efforts to improve quality, costs would decrease, productivity would improve, the competitive position of the firm would improve, firms would provide jobs and people would be happier. Deming did not present empirical results in support of this, but relied on logical reasoning. Another model of thought is that high quality satisfies customers. Satisfied customers are loyal customers and loyal customers are profitable customers and profitable customers make lucrative businesses and happy owners and co-workers. A similar line of thought is proposed by Bergman & Klefsjö (2003, p. 332). There is empirical evidence of a link between customer satisfaction and loyalty or repurchase behaviour; see, for instance, Fornell (1992), Söderlund (1998), Söderlund & Vilgon (1999), or 5 Kim et al. (2004), but the link is not as compelling as one might at first suspect, and correlation coefficients between such constructs are often below 0.5. The link is also strongly branch dependent, e.g. on the amount of competition that exists within a market and so on. People may be loyal to the companies that they are dissatisfied with or disloyal to companies that have completely fulfilled...

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...to) several times and put into various categories based on similarities withsoften reoccurring topics.sQuality management tools were used in the cervical cancer screening study. ThesIshikawa diagram (=-=Bergman and Klefsjö, 2010-=-) helped identify the root causes ofsthe low participation rate problem identified in the first focus group. The rootscauses were used to guide the interventions to prioritize and launch. As the study...

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...ay include applying established management practices to addressing the organization's social responsibility;” It seems reasonable to assume that ISO in the future will promote an IMS and that the further improvements of the management standards will support this. The time frame is long due to the fact that the minimum renewal frequency of new standard versions is 5 years with a more common frequency being that of 7-10 years. A management system does not have to follow a standard. Hellsten & Klefsjö propose a definition for a management system as consisting of values, methodologies and tools, (Bergman & Klefsjö, 2003). We could for example fit GRI into such a system. As an example GRI defines a range of values with some of the most important being transparency and accountability. To use the guidelines as part of the organization management could be seen as a methodology supporting the values and the system of indicators itself could be seen as a tool. The Annex A of the ISO/DIS 26000 identifies some 40 examples of cross-sectoral initiatives related to social responsibility. Examples are such as AA1000, EFQM framework for CSR, GRI, Transparency International and World Business Council for Sustainable Develo...

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...apies for chronic conditions. Such individual trial results could be combined to obtain generalised knowledge. This method can be used to show (1) the independent effect of each input on the outcome, =-=(2)-=- the interaction BMJ Qual Saf 2011;20(Suppl 1):i36ei40. doi:10.1136/bmjqs.2010.046334 effect between the inputs (perhaps neither drug A or B is effective on its own, but in combination they work well)...