ORCID Profile
0000-0002-9442-1628
Current Organisations
University of Amsterdam
,
University Of Strathclyde
,
London School of Economics, University of London
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Publisher: Public Library of Science (PLoS)
Date: 30-04-2020
Publisher: Informa UK Limited
Date: 12-12-2017
Publisher: Informa UK Limited
Date: 03-1999
Publisher: Springer Science and Business Media LLC
Date: 05-01-2018
Publisher: Informa UK Limited
Date: 09-11-2017
Publisher: SAGE Publications
Date: 2016
Abstract: In Bangladesh, the burden of diarrheal diseases is significant among children years old. The objective of this study is to capture the prevalence of and health care–seeking behavior for childhood diarrheal diseases (CDDs) and to identify the factors associated with CDDs at a population level in Bangladesh. We use a logistic regression approach to model careseeking based on in idual characteristics. The overall diarrhea prevalence among children years old was found to be 5.71%. Some factors found to significantly influence the health care–seeking pattern were age and sex of the children, nutritional score, age and education of mothers, wealth index, and access to electronic media. The health care service could be improved through working in partnership with public facilities, private health care practitioners, and community-based organizations, so that all strata of the population get equitable access in cases of childhood diarrhoea.
Publisher: Informa UK Limited
Date: 21-09-2010
Publisher: Elsevier BV
Date: 09-2018
Publisher: Emerald
Date: 19-07-2011
DOI: 10.1108/01443571111153076
Abstract: It is argued that whilst operational and support processes deliver performance presently, it is the managerial processes that sustain performance over time. The purpose of this research paper is to better understand what these managerial processes are and how they influence organisational performance. The theoretical background is reviewed covering literature on the subject of business process management, resourced‐based view (RBV), dynamic capabilities and managerial processes. A research framework leads to qualitative case study‐based research design. Data are collected from 37 organisations across Europe, classified according to their performance. Findings suggest that the five managerial processes and their constituent managerial activities, identified through the empirical research, influence performance of organisations as an interconnected managerial system rather than as in idual processes and activities. Also, the execution and maturity of this managerial system is influenced by the perceptions of the managers who organise it. Within the limitation of the study the discussion leads to eight research propositions that contribute to our understanding of how managerial processes influence organisational performance. These propositions and ensuing discussion provide insights into the content and structure of managerial processes, as well as contributing to the debate on RBV by suggesting that managerial processes and activities could be considered as valuable, rare and inimitable resources. Furthermore, the discussion on how managerial perceptions influence the organisation and execution of the managerial system contributes towards our understanding of how and why dynamic capabilities develop. The results suggest that in higher performing organisations, managers: demonstrate a wider awareness of the overall managerial system achieve a balance between short‐term and future‐oriented activities exploit their managerial activities for multiple purposes demonstrate greater maturity of managerial activities and pay greater attention to the organisation of the managerial system. This paper presents one of the first empirical studies that attempt to understand how business processes, and particularly managerial processes, as an interconnected managerial system serve to sustain performance of organisations.
Location: United Kingdom of Great Britain and Northern Ireland
Location: United Kingdom of Great Britain and Northern Ireland
Location: United Kingdom of Great Britain and Northern Ireland
No related grants have been discovered for Robert B. Van der Meer.