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  • 1.
    Afazeli, Siamak
    et al.
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Sattari Dabaghi, Alireza
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Dadfar, Hossein
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Dahlgaard, Jens Görn
    Linköping University, Department of Management and Engineering, Quality Technology and Management. Linköping University, The Institute of Technology.
    Assessment of   Enterprise Quality and Export Performance: An Empirical Study on the Pharmaceutical Industry in IRAN2011In: Proceedings QMOD Conference on Quality and Service Science 2011, 14th QMOD Conference 29st-31st August, 2011, San Sebastian, Spain: From LearnAbility & InnovaAbility to SustainAbility / [ed] Carmen Jaca, Ricardo Mateo and Elizabeth Viles Javier Santos, Pamplona, Spain: Servicios de Publicaciones Universidad de Navarra , 2011, p. 55-73Conference paper (Refereed)
    Abstract [en]

    The main purpose of this study is to explore the relationship between export involvement and domestic market performance with focus on pharmaceutical firms. The study covers three research questions including: 1: How to assess the export involvement/performance of the Iranian pharmaceutical companies? 2: How to assess the performance of Iranian pharmaceutical companies in domestic market? 3: How to examine the relationship between export involvement/performance and domestic market performance?

    An intensive literature review and integration of relevant views and models helped us to build our own framework as a conceptual and analytical model. The model consists of EXPERF model, EFQM model, Export performance evaluation, domestic performance evaluation and the relationship between domestic performance and export performance. EFQM model and respective ILL indices was used for measuring domestic performance of the organizations on nine components of leadership, policy and strategy, people, partnership and resources, processes, people results, customer results, society results and key performance results. In order to achieve true representative of Iranian pharmaceutical companies K-mean clustering algorithm has been used to cluster Iranian pharmaceutical companies. EXPERF scale was used to measure export performance of the pharmaceutical companies in Iran on three aspects of financial export performance, strategic export performance and satisfaction with the export venture. Six clusters emerged after running the clustering algorithm in MATLAB software. This software enables us to put the similar companies together. Then centroids of the clusters were chosen to verify the relationship. Then relationship between export involvement (export performance) of pharmaceutical companies and their domestic performance was determined by use of Pearson coefficient.

    Pearson correlation = 0.708 and Sig= 0.026which is less than 0.0 5 then with 95% confidence we can claim that there is a significant relation between export performance of the Centroids and Domestic performance of the centroids of Iranian pharmaceutical companies and considering that the correlation

    coefficient value is positive, it means better export performance will result in better domestic performance. In other words Export performance of the companies has positive direct effect on domestic performance of Iranian pharmaceutical companies. Further studies can be done on clustering of Iranian pharmaceutical companies; effects of export involvement on individual components of EFQM based performance of firms and also verification of effect of export involvement and domestic performance in other business contexts.

  • 2.
    Anbäcken, Els-Marie
    et al.
    Linköping University, Department of Welfare and Care (IVV). Linköping University, Department of Social and Welfare Studies, Social Work.
    Dahlgaard, Jens Jörn
    Linköping University, The Institute of Technology. Linköping University, Department of Mechanical Engineering, Quality Technology and Management.
    Must Be and Attractive Quality in Elder Care - Barriers and Challenges?2005In: QMOD Conference,2005, 2005, p. 71-Conference paper (Refereed)
  • 3.
    Andjelkovic Pesic, Marija
    et al.
    Willamette University, OR USA.
    Dahlgaard, Jens Jörn
    Linköping University, Department of Management and Engineering, Quality Technology and Management. Linköping University, The Institute of Technology.
    Using the Balanced Scorecard and the European Foundation for Quality Management Excellence model as a combined roadmap for diagnosing and attaining excellence2013In: Total Quality Management and Business Excellence, ISSN 1478-3363, E-ISSN 1478-3371, Vol. 24, no 5-6, p. 652-663Article in journal (Refereed)
    Abstract [en]

    The objective of the research presented in this paper is to identify the relations and strength of the relationships between the elements of two models – the Balanced Scorecard (BSC) and the European Foundation for Quality Management (EFQM) Excellence model. For that purpose, a framework which indicates the relationships between the mentioned models has been developed. The hypothesis to be tested is whether the EFQM Excellence model may be used as an indicator of BSC implementation success. Hypothesis testing is based on data from a sample of 150 Serbian organisations. The results suggest that there are strong positive correlations between the BSC perspectives and the EFQM Excellence model criteria. Since the regression coefficients for the relationships between the BSC perspectives and the EFQM criteria are significant, with high positive values, the research results indicate a strong justification of the developed framework.

  • 4.
    Antoni, Marc
    et al.
    Robert Bosch GmbH.
    Nilsson-Witell, Lars
    Service Research Center Karlstads universitet.
    Dahlgaard, Jens Jörn
    Linköping University, The Institute of Technology. Linköping University, Department of Mechanical Engineering, Quality Technology and Management.
    Inter-project improvement in product development2005In: International Journal of Quality & Reliability Management, ISSN 0265-671X, E-ISSN 1758-6682, Vol. 22, no 9, p. 876-893Article in journal (Refereed)
  • 5.
    Antony, Jiju
    et al.
    Heriot Watt University, Scotland.
    Setijono, Djoko
    University of Strathclyde, Scotland.
    Dahlgaard, Jens Jörn
    Linköping University, Department of Management and Engineering, Logistics & Quality Management. Linköping University, Faculty of Science & Engineering.
    Lean Six Sigma and Innovation - an exploratory study among UK organisations2016In: Total quality management and business excellence (Online), ISSN 1478-3363, E-ISSN 1478-3371, Vol. 27, no 1-2, p. 124-140Article in journal (Refereed)
    Abstract [en]

    Although research has been carried out linking Total Quality Management and Innovation, it was found that there is a dearth of literature exploring the relationship between Lean Six Sigma (LSS) and Innovation. The purpose of this paper is to explore the link between LSS and Process/Product/Service Innovation. A number of interviews were carried out with 10 UK-based companies to explore how LSS and Process/Product/Service Innovation are linked. The interviewees (Six Sigma Black Belts and Master Black Belts) were carefully chosen to ensure that sound and valid conclusions could be derived from the investigation. Due to constraints of limited time, the number of people who participated in the study was relatively small. However, the authors argue that this study can provide a good foundation to various researchers and practitioners to further explore the nature of the relationship between one of the most popular business process improvement methodologies (LSS) and Process/Product/Service Innovation. Based on the interviews of 10 companies in the UK engaging with LSS initiatives, the authors found that LSS is commonly viewed as fostering Process/Product/Service Innovation, Incremental Innovation, or Innovation Capability. The authors also identify seven features specific to LSS that are likely to have significant influence on the above types of Innovation.

  • 6.
    Boulter, Louise
    et al.
    Middlesex University, England .
    Bendell, Tony
    Coventry University, England .
    Jörn Dahlgaard, Jens
    Linköping University, Department of Management and Engineering, Quality Technology and Management. Linköping University, The Institute of Technology.
    Total quality beyond North America A comparative analysis of the performance of European Excellence Award winners2013In: International Journal of Operations & Production Management, ISSN 0144-3577, E-ISSN 1758-6593, Vol. 33, no 1-2, p. 197-215Article in journal (Refereed)
    Abstract [en]

    Purpose - The purpose of this paper is to assess whether the implementation of a total quality management (TQM) approach positively affects the financial performance of European companies. This paper tests whether North American results showing the relative out-performance of companies that have successfully implemented TQM approaches are replicated in Europe. less thanbrgreater than less thanbrgreater thanDesign/methodology/approach - This research uses the same methodology as the seminal work of Hendricks and Singhal. The winning of a Quality Award is used as a proxy for the sound implementation of TQM. Publicly available share price and accounting data is analysed over a ten year period. Changes in the performance of award winning companies relative to non-award winning companies are tested using a matched-pair comparison approach. less thanbrgreater than less thanbrgreater thanFindings - The results confirm that, despite evident and marked differences in company structures and institutional environments between North America and Europe, stronger performance is again achieved by the TQM-oriented award winning companies. less thanbrgreater than less thanbrgreater thanOriginality/value - There is little empirical research establishing the link between TQM and improved financial performance within Europe, with most existing studies presenting findings only based on perception data. The findings presented in this paper close some of the limitations of previous European studies and use rigorous research methods to estimate the financial and business impact of TQM on company performance in Europe. Furthermore, extending Hendricks and Singhals seminal study to include Europe, has been an objective of those in the European TQM practitioner community ever since the early results were published.

  • 7.
    Boulter, Louise
    et al.
    Centre of Qualiy Excellence University of Leicester, UK.
    Singhal, Vinod
    Georgia Institute of Technology US.
    Dahlgaard, Jens Jörn
    Linköping University, The Institute of Technology. Linköping University, Department of Mechanical Engineering, Quality Technology and Management.
    The Effective Implementation of Organisational Excellence Strategies on Key Performance Results2004In: World Congress for Total Quality Management,2004, 2004Conference paper (Refereed)
  • 8.
    Chen, Chi-Kuang
    et al.
    Yuan Ze University, Taiwan.
    Lu, Iuan-Yuan
    National Sun Yat Sen University, Taiwan.
    Wang, Kuo-Ming
    Yuan Ze University, Taiwan.
    Jang, Jiun-Yi
    Yuan Ze University, Taiwan.
    Dahlgaard, Jens Jörn
    Linköping University, Department of Management and Engineering, Quality Technology and Management. Linköping University, The Institute of Technology.
    Development of quality management in Taiwan the past, present and future2015In: TOTAL QUALITY MANAGEMENT and BUSINESS EXCELLENCE, ISSN 1478-3363, Vol. 26, no 1-2Article in journal (Refereed)
    Abstract [en]

    Quality management (QM) has been popular and widely used in Taiwan since the 1960s. However, it has been found that a review of its development is lacking. Hence, this paper aims to examine the history and the evolution of QM in Taiwan, and to take a step further to look for cues for shaping its future development. The research purpose of this paper is more specifically to review the development of QM during the period from 1970 to 2012. Quality Magazine, the most popular reading material on QM in Taiwan, has been selected as the search database. The overall review result shows that the development of QM in Taiwan has three developmental phases: (1) the quality technologies and tools focus period (1970-1985); (2) the QM system integration period (1986-2000) and (3) the quality in service industry development period (2001-2012). In light of the overall as well as the detailed review results, senior quality experts were invited for consultation, discussion and prediction of the needs and the future development of QM in Taiwan.

  • 9.
    Ciavolino, E.
    et al.
    Dipartimento di Filosofia e Scienze Sociali, Università del Salento, Lecce, Italy.
    Jörn Dahlgaard, Jens
    Linköping University, Department of Management and Engineering, Quality Technology and Management . Linköping University, The Institute of Technology.
    Simultaneous Equation Model based on the generalized maximum entropy for studying the effect of management factors on enterprise performance2009In: Journal of Applied Statistics, ISSN 0266-4763, E-ISSN 1360-0532, Vol. 36, no 7, p. 801-815Article in journal (Refereed)
    Abstract [en]

    The aim of this paper is to study the effect of management factors on enterprise performance, considering a survey that the University Consortium in Engineering for Quality and Innovation has led. The relationships between management factors and enterprise performance are formalized by a Simultaneous Equation Model based on the generalized maximum entropy (GME) estimation method. The format of this paper is as follows. In Section 2, the data collected, the questionnaire evaluation, and the management model analytical formulation are introduced. In Section 3, the GME formulation is specified, showing the main characteristics of the estimation method. In Section 4, the results and a comparison among GME, partial least squares (PLS), and maximum likelihood estimation (MLE) is shown. In Section 5, concluding remarks are discussed.

  • 10.
    Dadfar, Hossein
    et al.
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Alamir, Amir
    Linköping University, Department of Management and Engineering. Linköping University, The Institute of Technology.
    Brege, Staffan
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Dahlgaard, Jens Görn
    Linköping University, Department of Management and Engineering, Quality Technology and Management. Linköping University, The Institute of Technology.
    Organizational Innovation Capability, Product Platform Development and Performance: The  case of Iranian API companies, TAPIC subsidiaries2011In: Proceedings QMOD Conference on Quality and Service Science 2011, 14th QMOD Conference 29st-31st August, 2011, San Sebastian, Spain: From LearnAbility & InnovaAbility to SustainAbility / [ed] Carmen Jaca, Ricardo Mateo and Elizabeth Viles Javier Santos, Spain: Servicios de Publicaciones Universidad de Navarra , 2011, , p. 15p. 481-503Conference paper (Other academic)
    Abstract [en]

    This study attempts to explore (examine) the relationship between organizational innovation capability and product platform development as well as organizational performance in Active Pharmaceutical Ingredient (API) producer in Iran. Accordingly, a conceptual and analytical model for examining relationship of innovation capability of a firm with product platform development as well as performance  of API producers is developed which consisting of components:  strategy, processes, Linkage, organizational structure,  learning, product platform development and performance. The model is operationalized and tested in a group of Iranian API producers.

    The data were collected from eight subsidiaries companies of TAIC which are the largest conglomerate in production, provision and distribution of API in Iran. Our database consists of 168 questionnaires and companies, internal documents. Both quantitative and qualitative analyses were used as complementary to each other.

    1. The results show that most of Iranian API companies buy the required technology in order to establish a new product platform. This behavior was common among in both successful and unsuccessful firms. However, they were different in using the acquired technology for developing derivative products internally. The successful API producers (high performance) because of having better innovation capability are prone to use the opportunities to develop the new product derivatives, which can increase the sale and also the profit of company as well as its performance.

    2. There is a positive relationship between the organizational innovation capability and product platform development of the companies, and the firms which are better in innovation capability are prone to develop more products (derivatives) in the existing product platform when there is opportunity to develop new products and also there is a positive relationship between the performance of the companies and their innovation capabilities too, In which the firms which have the better innovation capabilities, have the better performance.

    3. Firms with good organizational innovation capability have a great possibility to develop their product platform as well as their organizational performance. Such firms had well communicated vision and mission, clear organizational purpose, long term commitment to the main projects, effective mechanisms to implement the innovation, systematic problem solving, proper organizational context, proper working structure, reward system, effective internal and external organizational systems, close relationship with customers, supplier and partners, commitment to training and development.

  • 11.
    Dadfar, Hossein
    et al.
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, Faculty of Science & Engineering.
    Dahlgaard, Jens Jörn
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, Faculty of Science & Engineering.
    Afazeli, Siamack
    MBA ProMA Program.
    Brege, Staffan
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, Faculty of Science & Engineering.
    Quality, export and domestic market performance: the case of pharmaceutical firms in Iran2015In: Total quality management and business excellence (Online), ISSN 1478-3363, E-ISSN 1478-3371, Vol. 26, no 9-10, p. 938-957Article in journal (Refereed)
    Abstract [en]

    This study examines the relationship between export involvement/performance and domestic market performance of pharmaceutical enterprises in Iran, an area which has remained largely unresearched. The study seeks to address the following three research objectives: first, to assess the export performance of Iranian pharmaceutical companies; second, to assess the performance of Iranian pharmaceutical companies in the domestic market; and third, to examine the relationship between export involvement/performance and domestic market performance. Although existing literature claims that local performance (rivalry) leads to export performance, this study reveals that in the Iranian pharmaceutical industry, export involvement and performance enhance local market performance. The study provides empirical evidence on the relationship between export performance and domestic market performance, and adds depth to the understanding of the reasons why the traditional views did not explain the situation. A comprehensive literature review was used to build our conceptual and analytical framework upon the Export Performance (EXPERF) model for export performance evaluation. The European Foundation for Quality Management (EFQM) Excellence Model and assessment indicators of Innovativeness, Learning and Lean indices were used for measuring domestic performance. By using clustering, six clusters of similar companies were identified and the centroids of the six clusters chosen to verify the relationship between export performance and domestic performance. Correlation analyses confirmed that there was a significant positive relation between export performance and domestic performance. This means that export performance results in better domestic performance, and vice versa.

  • 12.
    Dadfar, Hossein
    et al.
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, The Institute of Technology.
    Dahlgaard, Jens Jörn
    Linköping University, Department of Management and Engineering, Quality Technology and Management. Linköping University, The Institute of Technology.
    Brege, Staffan
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, The Institute of Technology.
    Alamirhoor, Amir
    MBA ProMA Program, Linköping University, Sweden.
    Linkage between organisational innovation capability, product platform development and performance: The case of pharmaceutical small and medium enterprises in Iran2013In: Total Quality Management and Business Excellence, ISSN 1478-3363, E-ISSN 1478-3371, Vol. 24, no 7-8, p. 819-834Article in journal (Refereed)
    Abstract [en]

    This study examines the relationship between organisational innovation capability, product platform development and performance in pharmaceutical small and medium enterprises (SMEs) in Iran, an area which has remained unexplored. The intensive literature review has led us to suggest an empirically tested conceptual model consisting of innovation capability, product platform and performance as well as factors/enablers shaping innovation capability in the pharmaceutical firms. Combinations of quantitative and qualitative methods were used for data collection and analysis. Eight Active Pharmaceutical Ingredients (API) companies that produce about 80% of local manufactured API were studied. The results show that the Iranian firms have chosen an imitative strategy in technology and product development. The common pattern for technology sourcing was external. However, although all companies purchased technologies from well-known suppliers, they demonstrated significant differences in the variety of products produced and performance. The failure firms lacked sound absorptive capability. Furthermore, the firms with high performance used a combination of internal and external sources for technology and product development. The empirical analysis showed a positive relationship between innovation capabilities, technology platform, product platform and performance. The pre-requisite to this relationship was found to be effective innovation management and strength/abilities in strategy, organisational structure, learning, processes and linkage (relationship) with the customers, suppliers and alliances.

  • 13.
    Dadfar, Hossein
    et al.
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, The Institute of Technology.
    Dahlgaard, Jens Jörn
    Linköping University, Department of Management and Engineering, Quality Technology and Management. Linköping University, The Institute of Technology.
    Brege, Staffan
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, The Institute of Technology.
    Javadian Arzaghi, Bahareh
    Linköping University, Department of Management and Engineering. Linköping University, The Institute of Technology.
    International strategic alliances in the Iranian pharmaceutical industry: an analysis of key success and failure factors2014In: Total Quality Management and Business Excellence, ISSN 1478-3363, E-ISSN 1478-3371, Vol. 25, no 7-8, p. 812-826Article in journal (Refereed)
    Abstract [en]

    This study aims to identify key success/failure factors in international strategicalliances (ISAs) in the Iranian pharmaceutical industry, an area which has remainedlargely unexamined. The literature review, and an expert panel’s views, led us tostudy 33 success factors. These factors, based upon their importance in strategic andstructural configuration of the alliance formation process, were grouped as contentand process-oriented. A combination of quantitative and qualitative approaches wasused for data collection and analysis. The results confirmed that all 33 factors areeffective in alliance success, which is an extension of earlier research. The studyreveals 8 of the most important success factors, and 11 of the most prevalent failurefactors. The findings also showed that six of the eight most important success factorsare process-oriented variables. This confirms that trust, mutual understanding anddeveloping strong inter-organisational relationships are extremely important in thesuccess of alliances in the Iranian Pharmaceutical industry. However, 8 of 11 failurefactors are content-oriented, which means that the failed alliances mainly hadproblems in the alliances’ strategic and structural design. The qualitative studysupports the quantitative results and adds to the high importance of the soft aspect ofthe alliances’ success including: the culture of collaboration, open-mindedness,relationship-building ability, parties’ proper knowledge of each other’s businessculture/working attitudes, and effective communication. Besides, in Iran, the localgovernment and public institutes have significant impact on the success of thealliances. One of the more significant findings that emerged from this study is that‘success’ can mean different things to different people/partners, so success andfailure should be seen from both parties’ perspectives.

  • 14.
    Dahlgaard, Jens Jörn
    Linköping University, Department of Management and Engineering, Quality Technology and Management. Linköping University, The Institute of Technology.
    Editorial2011In: Total Quality Management and Business Excellence, ISSN 1478-3363, E-ISSN 1478-3371, Vol. 22, no 5, p. 491-492Article in journal (Other academic)
  • 15.
    Dahlgaard, Jens Jörn
    Linköping University, The Institute of Technology. Linköping University, Department of Mechanical Engineering, Quality Technology and Management.
    In Search of Excellence - Past, Present and Future2005In: QMOD Conference,2005, 2005Conference paper (Refereed)
  • 16.
    Dahlgaard, Jens Jörn
    Linköping University, The Institute of Technology. Linköping University, Department of Mechanical Engineering, Quality Technology and Management.
    In Search of Excellence: past, present and future.2006Book (Other academic)
    Abstract [en]

    Some of the leading models and frameworks about Excellence from the last 25 years are presented and discussed: Peters and Waterman’s eight excellence attributes (1982) , Peters and Austin’s simplified excellence model (1985), Lists of Best Practices, Xerox Excellence Models (1990, 2002), the European Excellence Model (1992) and two different but overlapping “4P Models” (1999, 2004). At the end of the paper past, present and future of TQM and Excellence is discussed.

  • 17.
    Dahlgaard, Jens Jörn
    Linköping University, The Institute of Technology. Linköping University, Department of Mechanical Engineering, Quality Technology and Management.
    Management Control Theories and the European Excellence Model2005In: European Quality, ISSN 0969-059X, Vol. 11, no 3, p. 34-43Article in journal (Refereed)
  • 18.
    Dahlgaard, Jens Jörn
    et al.
    Linköping University, Department of Management and Engineering, Quality Technology and Management. Linköping University, The Institute of Technology.
    Chen, Chi-Kuang
    Department of Industrial Engineering, Yuan Ze University, Zhongli City, Taiwan.
    Jang, Jiun-Yi
    Department of Industrial Engineering, Yuan Ze University, Zhongli City, Taiwan.
    Banegas, Leonardo A.
    Department of Industrial Engineering, Yuan Ze University, Zhongli City, Taiwan.
    Dahlgaard-Park, Su Mi
    Department of Service Management, Lund University, Lund, Sweden.
    Business excellence models: limitations, reflections and further development2013In: Total Quality Management and Business Excellence, ISSN 1478-3363, E-ISSN 1478-3371, Vol. 24, no 5-6, p. 519-538Article in journal (Refereed)
    Abstract [en]

    The use of business excellence models (BEM) has become popular in the last two decades, and several companies have learned how to use them and gained from such models. More companies, we assume, have experienced problems when using such models because of various weaknesses such as too-sophisticated assessment criteria, excessive paperwork, cumbersome procedures and a lack of focus, which have limited its use in practice. To respond to some of those problems, a new overall business excellence framework (BEF) has been developed which recommends adaption instead of adoption of existing BEM. The suggested overall BEF helps to integrate BEM with management tools/techniques and the organisational culture/characteristics for guiding an organisation towards business excellence. A document-based empirical case of a world-class company, Boeing Aerospace Support, was investigated to illustrate how the overall BEF may work in practice as a complement to an existing BEM when companies adapt such models to their specific contexts.

  • 19.
    Dahlgaard, Jens Jörn
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Engineering, Quality Technology and Management .
    Dahlgaard Park, Su Mi
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Business Administration.
    A Model for Profound Affection and Attractive Quality Creation2008In: 11th QMOD Conference,2008, 2008Conference paper (Refereed)
  • 20.
    Dahlgaard, Jens Jörn
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Mechanical Engineering, Quality Technology and Management.
    Dahlgaard Park, Su Mi
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Industrial marketing.
    In Search of Excellence - Past, Present and Future2006In: Kreativ und Konsequent / [ed] Dahlgaard, Su Mi Park,Dahlgaard, Jens Jørn, Berglin: Carl Hanser Verlag , 2006, p. 57-84Chapter in book (Other academic)
    Abstract [de]

    "Qualität ist nicht alles, aber ohne Qualität ist alles nichts!", so Walter Masing. Wie kaum ein anderer hat Masing den Qualitätsbegriff geprägt und durch sein Wirken maßgeblich beeinflusst. Die DGQ gedenkt mit diesem Werk ihrem langjährigen Präsidenten und Ehren-Präsidenten. Unter der Herausgeberschaft von Herrn Professor Schnauber zeigen namhafte nationale und internationale Autoren aus Wissenschaft und Praxis, wie eng Kreativität und Innovation mit Qualitätsmanagement verknüpft sind - getreu des Leitmotivs von Walter Masing: nur mit einer gesicherten Basis lassen sich neue Gedanken generieren! Die Autoren widmen ihre Beiträge dieser großen Persönlichkeit des Qualitätsmanagements, dessen Einfluss weiterwähren wird.

  • 21.
    Dahlgaard, Jens Jörn
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Mechanical Engineering, Quality Technology and Management.
    Dahlgaard Park, Su Mi
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Industrial marketing.
    Measurement - Metrology of Improvement and Change2006In: Quality Tools and Methods for The 21st Century / [ed] Tito Conti, Yoshio Kondo, Gregory Watson, Salem, NH, USA: GOAL QPC , 2006, p. 75-106Chapter in book (Other academic)
    Abstract [en]

      Quality Tools and Methods for The 21st Century. Perspectives of the International Academy for Quality.  

    A collection of writings about quality as a management discipline, business management, and product management. Edited by Tito Conti, Yoshio Kondo, and Gregory H. Watson.  Also includes valuable quality ideas and concepts from Hans Dieter Seghezzi, Barrie G. Dale, Norman Burgress, Jens J. Dahlgaard, Su Mi Park Dahlgaard, Herbert Schnauber, Joachim Zulch, Asbjorn Aune, Sijo Shiba, David Walden, Yoji Akao, Thong Ngee Goh, and Shoichi Shimizu.

    The topics in this book are divided into three parts. The first part describes quality as a management discipline that must be practiced with the same degree of attention to detail as is required for finance systems, information systems, and people systems. The focus of the second part is on topics where integration of quality and business management practices will create a more stable overall management system. The third part of this book describes contributions of quality methods to the innovative design of products and services. It is in this area that organizations can continue their development by using new management practices, methods and concepts as enablers of change to help them achieve their desire for long-term competitive strength.    

    As quality transitions into the mainstream of management, the emphasis of quality professionals must focus on the areas of innovation and design to ensure the future quality of business. This challenge of innovation will define the next focus areas for management in the coming decades.

  • 22.
    Dahlgaard, Jens Jörn
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Mechanical Engineering, Quality Technology and Management.
    Dahlgaard Park, Su Mi
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Industrial marketing.
    Strategies, Values and Methods for Breakthrough and Sustainable Development2004In: Mega Week Conference of the e-TQM College,2004, 2004Conference paper (Refereed)
  • 23.
    Dahlgaard, Jens Jörn
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Mechanical Engineering, Quality Technology and Management.
    Dahlgaard Park, Su Mi
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Industrial marketing.
    The 4P Quality Strategy for Breakthrough and Sustainable Development2004In: European Quality, ISSN 0969-059X, Vol. 10, no 4Article in journal (Refereed)
  • 24.
    Dahlgaard, Jens Jörn
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Mechanical Engineering, Quality Technology and Management.
    Dahlgaard Park, Su Mi
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Industrial marketing.
    Kammerlind, Peter
    Linköping University, The Institute of Technology. Linköping University, Department of Mechanical Engineering, Quality Technology and Management.
    In Search of Excellence in Leadership -a Comparison between European Leaders and Leaders in Swedish Health Care2004In: International Conference of the Central and Eastern European Countries,2004, 2004Conference paper (Refereed)
  • 25.
    Dahlgaard, Jens Jörn
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Mechanical Engineering, Quality Technology and Management.
    Dahlgaard Park, Su Mi
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Industrial marketing.
    Kammerlind, Peter
    Linköping University, The Institute of Technology. Linköping University, Department of Mechanical Engineering, Quality Technology and Management.
    In Search of Excellence in Leadership -a Comparison between European Leaders and Leaders in Swedish Health Care2004In: International QMOD Conference,2004, 2004, p. 113-Conference paper (Refereed)
  • 26.
    Dahlgaard, Jens Jörn
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Engineering, Quality Technology and Management.
    Dahlgaard, SMP
    From defect reduction to reduction of waste and customer/stakeholder satisfaction (understanding the new TQM metrology)2002In: Total quality management (Print), ISSN 0954-4127, E-ISSN 1360-0613, Vol. 13, no 8, p. 1069-1085Article in journal (Refereed)
    Abstract [en]

    With the evolution of quality from inspection and defect reduction to the new management philosophy, TQM, a new quality metrology is needed. Contributions to building the new TQM Metrology in the form of principles, guidelines and examples are presented and discussed.

  • 27.
    Dahlgaard, Jens Jörn
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Engineering, Quality Technology and Management.
    Dahlgaard, Su Mi Park
    Helsingbors universitet.
    A Strategy for Building Sustainable Innovation Excellence - A Danish Study2008In: Corporate Sustainability as a Challenge for Comprehensive Management / [ed] Klaus J. Zink., Heidelberg, Germany: Physica Verlag, 2008, 1, p. 268-Chapter in book (Other academic)
    Abstract [en]

    Sustainability has become a topic of global relevance: Corporations and other economically acting organizations increasingly need to realize economic, environmental and social objectives in order to survive. Supplementary to "classical" environmental management, realizing corporate sustainability requires comprehensive approaches which allow the integration of social and economic aspects. Such concepts can be found e.g. in international excellence models mainly based on a TQM thinking but also in the field of human factors in organizational design and management. Understood as systems approaches, they include the interests of all relevant stakeholders with a mid- or long-term time perspective and are thus highly linked with the principles of sustainable development. In this book internationally leading scientists discuss the issue of sustainability from their perspective, resulting in an innovative view on different management approaches under the umbrella of corporate sustainability.

  • 28.
    Dahlgaard, Jens Jörn
    et al.
    Linköping University, Department of Management and Engineering, Quality Technology and Management . Linköping University, The Institute of Technology.
    Dahlgaard-Park, S.M.
    Department of Service Management, Lund University, Lund, Sweden.
    Lean production, six sigma quality, TQM and company culture2006In: TQM Magazine, ISSN 0954-478X, E-ISSN 1758-6887, Vol. 18, no 3, p. 263-281Article in journal (Refereed)
    Abstract [en]

    Purpose - The authors analyze the principles and results of lean production and compare the lean production philosophy with the six sigma quality process and the principles of total quality management (TQM). At the end of the paper, it is discussed how to build the necessary company culture for having success with these principles/management philosophies. Design/methodology/approach - Literature search and comparative analysis complemented with a Danish case on wastage in a core process. Findings - It is shown that the lean production philosophy and the six sigma steps are essentially the same and both have developed from the same root - the Japanese TQM practices. The improvement process from six sigma, the DMAIC process, can be regarded as a short version of the Quality Story, which was developed in Japan in the 1960s as a standard for QC-circle presentations. We conclude that the roadmaps of lean production and six sigma quality are examples of new alternative TQM roadmaps. We also conclude that especially with lean production and six sigma quality there seems to be too much focus on training people intools and techniques and at the same time too little focus on understanding the human factor, i.e. how to build the right company culture. Originality/value - The detailed and historical analysis of six sigma quality, lean production and TQM combined with a focus on the human factor and the needed corporate culture. © Emerald Group Publishing Limited.

  • 29.
    Dahlgaard, Jens Jörn
    et al.
    Linköping University, Department of Management and Engineering, Quality Technology and Management. Linköping University, The Institute of Technology.
    Dahlgaard-Park, Su Mi
    Lund University, Sweden.
    Chen, Chi-Kuang
    Yuan Ze University, Taiwan.
    Editorial Material: Quality excellence in Taiwan: theories and practices in TOTAL QUALITY MANAGEMENT and BUSINESS EXCELLENCE, vol 26, issue 1-2, pp2015In: TOTAL QUALITY MANAGEMENT and BUSINESS EXCELLENCE, ISSN 1478-3363, Vol. 26, no 1-2Article in journal (Other academic)
    Abstract [en]

    n/a

  • 30.
    Dahlgaard, Jens Jörn
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Mechanical Engineering, Quality Technology and Management.
    Park- Dahlgaard, Su Mi
    Institute of Service Managment Lunds University.
    Martensen, Anne
    Department of Marketing Copenhagen Business School.
    Measuring and Diagnosing Innovation Exellence - Simple contra advanced approaches - A Danish Study2006In: QMOD Conference,2006, Liverpool, UK: QMOD , 2006Conference paper (Refereed)
    Abstract [en]

      

  • 31.
    Dahlgaard, Jens Jörn
    et al.
    Linköping University, Department of Management and Engineering, Quality Technology and Management. Linköping University, The Institute of Technology.
    Schütte, Simon
    Linköping University, Department of Management and Engineering, Machine Design. Linköping University, The Institute of Technology.
    Ayas, E.
    Linköping University, Department of Management and Engineering, Quality Technology and Management. Linköping University, The Institute of Technology.
    Dahlgaard-Park, S. M.
    Institute of Service Managemnt, Lund University, Helsingborg, Sweden.
    Kansei/affective engineering design: A methodology for profound affection and attractive quality creation2008In: The TQM Journal, ISSN 1754-2731, E-ISSN 1754-274X, Vol. 20, no 4, p. 299-311Article in journal (Refereed)
    Abstract [en]

    Purpose – The purpose of the paper is to present and discuss the Kansei engineering (KE) methodology, and to reflect on the future development of KE. The paper presents a model of the KE methodology and illustrates how this model was applied on a simple example which all may understand – design of a new chocolate bar.

    Design/methodology/approach – The research methodology is a combination of desk research (literature analysis), data collection, data analysis, reflections and model building.

    Findings – The paper suggests a structural model as a possible expanded framework for future Kansei/affective engineering research studies. According to the model profound affection is a result of the following six enabler factors: sensing experience; emotional experiences (Kansei); behavioural experiences/action; social experiences/interactions and relations; spiritual experiences/moral, ethics; intellectual experiences/cognition.

    Originality/value – The paper defines “Profound affection” as a very comprehensive state, which is a result of a combination of sensing, intellectual/cognitive, emotional, social, behavioural and spiritual experiences. “Profound affection” is not only a result of sensing or emotional experiences.

  • 32.
    Dahlgaard, Jens Jörn
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Engineering, Quality Technology and Management .
    Witell, Lars
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Engineering, Quality Technology and Management .
    Ta tempen på Kvalitetsarbetet - en grund för ständiga förbättringar2007In: Att lyckas med förändringsarbete -förbättra, förändra, förnya, Lund: Studentlitteratur , 2007, p. 155-175Chapter in book (Other (popular science, discussion, etc.))
    Abstract [sv]

      

  • 33.
    Dahlgaard Park, Su Mi
    et al.
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Business Administration.
    Dahlgaard, Jens Jörn
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Engineering, Quality Technology and Management .
    10th QMOD Conference. Quality Management and Organizationel Development. Our Dreams of Excellence2008Report (Other academic)
  • 34.
    Dahlgaard Park, Su Mi
    et al.
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Industrial marketing.
    Dahlgaard, Jens Jörn
    Linköping University, The Institute of Technology. Linköping University, Department of Mechanical Engineering, Quality Technology and Management.
    Management Control Theories and the European Excellence Model2004In: Association of Economists of Slovenias yearly conference on modern aspects in business and organizational analysis,2004, 2004Conference paper (Refereed)
  • 35.
    Dahlgaard Park, Su Mi
    et al.
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Industrial marketing.
    Dahlgaard, Jens Jörn
    Linköping University, The Institute of Technology. Linköping University, Department of Mechanical Engineering, Quality Technology and Management.
    The Human Dimension -A Leadership Challenge of Past, Present and the Future2004In: 13 th National Quality Congress,2004, 2004Conference paper (Refereed)
  • 36.
    Dahlgaard Park, Su Mi
    et al.
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Industrial marketing.
    Dahlgaard, Jens Jörn
    Linköping University, The Institute of Technology. Linköping University, Department of Mechanical Engineering, Quality Technology and Management.
    The Human Dimension: Critical to systainable quality2003In: Quality into the 21st century :: perspectives on quality and competitiveness for sustained performance / [ed] Tito Conti,,Gregory H. Watson,Yoshio Kondo, Milwaukee, Wisconsin: ASQ Quality Press , 2003, p. 72-103Chapter in book (Other academic)
    Abstract [en]

    Many companies that are achieving the most significant business results today, made a shift in focus from the management of quality in the twentieth century to the quality of management in the twenty-first century. The big difference is that these companies focus on quality as a fundamental organization and market-wide strategy for their company’s competitiveness.

    Quality into the 21st Century: Perspectives on Quality and Competitiveness for Sustained Performancefocuses on the call for a more expansive use of quality practices throughout business in the twenty-first century than in their original application in manufacturing. It also calls for a definitive emphasis on the use of quality principles throughout health care, education, technology, medicine and government. 

    The editors complied a collection of papers that focus on the emerging themes in quality including social values, privacy, security, and software quality.

  • 37.
    Dahlgaard Park, Su Mi
    et al.
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Industrial marketing.
    Dahlgaard, Jens Jörn
    Linköping University, The Institute of Technology. Linköping University, Department of Mechanical Engineering, Quality Technology and Management.
    Toward a holistic understanding of human motivation: core values - the entrance to People's Commitment?2003In: International Journal of AI and Society, Vol. 17, no No.2, p. 150-180Article in journal (Refereed)
  • 38.
    Dahlgaard Park, SuMi
    et al.
    Lunds universitet.
    Dahlgaard, Jens Jörn
    Linköping University, Department of Management and Engineering, Quality Technology and Management . Linköping University, The Institute of Technology.
    Organizational learnability and Innovability: A system for assessing , diagnosing and Improving Innovations2010In: International Journal of Quality and Service Sciences (Emerald Journal), ISSN 1756-669X, Vol. 2, no ISSUE 2, p. 153-174Article in journal (Refereed)
    Abstract [en]

    Purpose – The purpose of this paper is to present and discuss the development of a system for assessing and improving technology development and innovations. The system components comprise: a framework or model for assessing, measuring, diagnosing and improving innovation enablers and results; a simple methodology for data collection, data analysis and prioritizing improvement areas; and an index for measuring the performance level of innovation, learning and lean (ILL) and the potentials to increase that level. To improve innovation, which is the most complex challenge for today's organizations, there is a need for such a system.

    Design/methodology/approach – The first two system components have been developed and tested during a period of ten to 15 years in several industrial companies as well as service organizations. The last component has recently been developed to satisfy a need of all types of organizations.

    Findings – With the last development, the ILL index, the three components comprise a system for assessing and improving innovations. As with any other system, the system components are interrelated.

    Originality/value – This paper presents a system for assessing and improving innovations. As with any other system the system-components are interrelated. To improve innovation, which is the most complex challenge for today's organizations, there is a need for such a system. It is hoped that the suggested system will be used within all types of organizations and all types of innovations – products, processes and services.

     

    

  • 39. Dahlgaard, S.M.P.
    et al.
    Dahlgaard, Jens Jörn
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Engineering, Quality Technology and Management .
    Towards a holistic understanding of human motivation: Core values - The entrance to people's commitment?2003In: AI & Society: The Journal of Human-Centred Systems and Machine Intelligence, ISSN 0951-5666, E-ISSN 1435-5655, Vol. 17, no 2, p. 150-180Conference paper (Other academic)
    Abstract [en]

    [No abstract available]

  • 40.
    Dahlgaard, Su Mi Park
    et al.
    Institute of Service Management Lunds universitet.
    Dahlgaard, Jens Jörn
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Engineering, Quality Technology and Management .
    Dreaming Excellence2007In: Toulon-Verona Conference on Excellence in Services,2007, 2007, p. 112-Conference paper (Refereed)
    Abstract [sv]

       

  • 41.
    Dahlgaard-Park, Su Mi
    et al.
    Lund University, Sweden.
    Dahlgaard, Jens Jörn
    Linköping University, Department of Management and Engineering, Logistics & Quality Management. Linköping University, Faculty of Science & Engineering.
    Editorial Material: Untitled in TOTAL QUALITY MANAGEMENT and BUSINESS EXCELLENCE, vol 26, issue 9-10, pp 933-9372015In: Total quality management and business excellence (Online), ISSN 1478-3363, E-ISSN 1478-3371, Vol. 26, no 9-10, p. 933-937Article in journal (Other academic)
    Abstract [en]

    n/a

  • 42.
    Elg, Mattias
    et al.
    Linköping University, Department of Mechanical Engineering.
    Dahlgaard, Jens Jörn
    Linköping University, The Institute of Technology. Linköping University, Department of Mechanical Engineering, Quality Technology and Management.
    Dettner, Fredrik
    Implementing Performance Measurement Systems: An Application of SPC in a Swedish Industrial Organization2004In: International QMOD Conference,2004, 2004, p. 359-Conference paper (Refereed)
  • 43.
    Elg, Mattias
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Engineering, Quality Technology and Management .
    Olsson, J.
    Swedish Association of Local Authorities and Regions, Stockholm, Sweden.
    Dahlgaard, Jens Jörn
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Engineering, Quality Technology and Management .
    Implementing statistical process control: An organizational perspective2008In: International Journal of Quality & Reliability Management, ISSN 0265-671X, E-ISSN 1758-6682, Vol. 25, no 6, p. 545-560Article in journal (Refereed)
    Abstract [en]

    Purpose - The purpose of this paper is to contribute to the understanding of how statistical process control (SPC) methodology can be implemented and used in organizational settings. Design/methodology/approach - An action research model was used. Data were collected through formal meeting protocols, interviews and participant observation. Findings - Based on the results of an action research project, the paper emphasizes the need for: top management support with respect to roles such as infrastructural assistance, mentor, critic, financer, creating system validity through the involvement of people with experiential knowledge about the "world" in which SPC should be applied, keeping a small, highly knowledgeable development team with appropriate expertise together during the whole process from beginning to end, keeping the various end-users in focus but separate and prioritising between their different needs, and working with iterative design methodology. Research limitations/implications - The paper provides the research field with a unique case of implementing SPC using a computerized administrative data system. Practical implications - Organizations are given guidelines to use when implementing SPC. Originality/value - The paper contributes knowledge in an underdeveloped field of research. It may provide a basis for further research and scholarly analysis. © Emerald Group Publishing Limited.

  • 44.
    Enrico, Ciavolino
    et al.
    Dipartimento di Filosofia e Scienze Sociali Universita degli Studi di Lecce, Italy.
    Dahlgaard, Jens Jörn
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Engineering, Quality Technology and Management .
    ECSI Customer Satisfaction Modelling and Analysis - a Case Study2007In: Total Quality Management and Business Excellence, ISSN 1478-3363, E-ISSN 1478-3371, Vol. 18, no 5, p. 545-554Article in journal (Refereed)
    Abstract [en]

       

  • 45.
    Jörn Dahlgaard, Jens
    et al.
    Linköping University, Department of Management and Engineering, Quality Technology and Management. Linköping University, The Institute of Technology.
    Pettersen, Jostein
    Linköping University, Department of Management and Engineering, Quality Technology and Management. Linköping University, The Institute of Technology.
    Mi Dahlgaard-Park, Su
    Lund University.
    Quality and lean health care: a system for assessing and improving the health of healthcare organisations2011In: Total Quality Management and Business Excellence, ISSN 1478-3363, E-ISSN 1478-3371, Vol. 22, no 6, p. 673-689Article in journal (Refereed)
    Abstract [en]

    The purpose of this article is to present and discuss the development of a system for assessing and improving healthcare organisations. The system components comprise (1) a framework or model for assessing, measuring, diagnosing and improving healthcare organisations, (2) a simple methodology for data collection, data analysis and prioritising improvement areas and (3) an index named ILL (innovativeness, learning and lean) for measuring the level of excellence (the health level of the organization) and the potentials to increase that level. The system has been based on a simplified excellence model called the 4P Excellence Model which contains both intangible systemic factors (Leadership, People Management and Partnerships) and more logical tangible factors (Processes and Product/Service Results). The suggested system can be used for assessing the existing organisational culture in relation to ILL and for identifying necessary improvement areas. The suggested system has originally been developed for healthcare organisations, but also been used within other types of organisations such as manufacturing and service companies. This article will only show and discuss the use of the suggested system within healthcare organisations.

  • 46.
    Kammerlind, Peter
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Engineering, Quality Technology and Management .
    Dahlgaard, Jens Jörn
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Engineering, Quality Technology and Management .
    Rutberg, H.
    Center for Quality Improvement, Co. Cncl. of Östergötland, Sweden.
    Climate for improvement and the effects on performance in Swedish healthcare - A survey in the County Council of Östergötland2004In: Total Quality Management and Business Excellence, ISSN 1478-3363, E-ISSN 1478-3371, Vol. 15, no 7, p. 909-924Article in journal (Refereed)
    Abstract [en]

    In this paper, the climate for improvement in Swedish healthcare is explored via a self-assessment model. The result from a cross-sectional survey at the clinical department level in the County Council of Östergötland is presented and discussed. The underlying theoretical model consists of three parts, first a Leadership Profile Model that contains eight leadership styles. The second part concerns organizational settings based on the European model for Excellence and the Swedish Quality award model The last part is organizational performance measured as customer and employee satisfaction. A questionnaire that covers leadership and climate for improvement has been designed and distributed to leaders at three hospitals and the Medical Laboratory units in the County Council of Östergötland. Significant positive correlations have been identified between the climate for improvement, and patient as well as employee satisfaction. These results state that clinical departments that work systematically with quality improvements have more satisfied employees and patients. The characteristics of clinical departments with a suitable climate for improvement are a focus on processes and patient involvement.

  • 47.
    Kammerlind, Peter
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Engineering, Quality Technology and Management .
    Dahlgaard, Jens Jörn
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Engineering, Quality Technology and Management .
    Rutberg, H.
    Center for Quality Improvement, Co. Cncl. of Östergötland, Sweden.
    Leadership for improvements in Swedish health care2004In: Total Quality Management and Business Excellence, ISSN 1478-3363, E-ISSN 1478-3371, Vol. 15, no 4, p. 495-509Article in journal (Refereed)
    Abstract [en]

    In this paper, leadership in a professional and complex organization is explored via a leadership model. The Swedish Health Care System is used as the context for the suggested Leadership profile model. The Leadership profile model contains eight leadership styles that characterize different aspects of leadership. A leadership profile dominated by the leadership styles the Captain, the Strategic leader and the Team Builder characterizes leadership in the studied organizations. The result is different in comparison with results from earlier studies in private organizations. The results also indicate uniformity in leadership in the health care in Sweden with small variations between individual leaders. The leadership profile is similar for different working places, leadership levels and gender. The subordinates' assessment of their leaders indicates the same leadership profile shape, however, with a significant difference in magnitude. A leadership dominated by the leadership styles of The Captain, The Strategic Leader and the Team Builder, indicates an effective leadership.

  • 48.
    Kollberg, Beata
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Mechanical Engineering, Quality Technology and Management.
    Dahlgaard, Jens Jörn
    Linköping University, The Institute of Technology. Linköping University, Department of Mechanical Engineering, Quality Technology and Management.
    Lean Thinking in Swedish Healthcare -An Evaluation of a Performance Measurement System Design from a Lean Perspective2005In: QMOD Conference,2005, Palermo: Ordinelngegneri della provincia di Palermo , 2005, p. 391-Conference paper (Refereed)
  • 49.
    Kollberg, Beata
    et al.
    Linköping University, Department of Management and Engineering. Linköping University, The Institute of Technology.
    Dahlgaard, Jens Jörn
    Linköping University, Department of Management and Engineering, Quality Technology and Management . Linköping University, The Institute of Technology.
    Brehmer, Per-Olof
    Linköping University, Department of Management and Engineering, Logistics . Linköping University, The Institute of Technology.
    Measuring Lean Initiatives in Health Care Services: Issues and Findings2007In: International Journal of Productivity and Performance Management, ISSN 1741-0401, E-ISSN 1758-6658, Vol. 56, no 1, p. 7-24Article in journal (Refereed)
    Abstract [en]

    Purpose: To discuss how a performance measurement system called 'the flow model' is designed to measure changes towards lean thinking in health care services.

    Design/methodology/approach: Integrates literature from the health care sector and the lean production movement in order to understand whether lean thinking is applicable in healthcare and thereby identify key performance indicators that measure changes towards lean thinking in health care. The flow model is discussed in relation to this measurement framework.

    Findings: Finds that lean thinking is applicable in health care settings, and that the flow model is a suitable tool for following up these initiatives. However, it is argued that the flow model needs to be balanced with other measurements in order to receive a complete picture of lean performance.

    Research limitations/implications: Shows that the framework of measurements may be used in empirical research of assessing changes towards lean thinking in health care settings.

    Practical implications: Shows that health care practitioners may use the findings to develop measurements of the outcome of lean initiatives on existing care processes.

    Originality/value: Shows analysis and discussion of the application of an industrial concept - Lean Production - in health care services.

  • 50.
    Kvarnström, Gun
    et al.
    Linköping University, Department of Neuroscience and Locomotion, Ophthalmology. Östergötlands Läns Landsting, Reconstruction Centre, Department of Ophthalmology UHL. Linköping University, Faculty of Health Sciences.
    Jakobsson, Peter
    Linköping University, Department of Neuroscience and Locomotion, Ophthalmology. Östergötlands Läns Landsting, Reconstruction Centre, Department of Ophthalmology UHL. Linköping University, Faculty of Health Sciences.
    Lennerstrand, Gunnar
    Dahlgaard, Jens Jörn
    Preventable vision loss in children: a public health concern?2006In: American Orthoptic Journal, ISSN 0065-955X, Vol. 56, no 1, p. 3-6Article in journal (Refereed)
    Abstract [en]

    Background and Purpose: Does screening/treatment reduce amblyopia and is it worth doing it?

    Materials: All children (3126) born in 1982 have been followed from birth to ten years. The second study was an investigation of four Low Vision Centers to see how many persons become visual handicapped due to amblyopia.

    Methods: Up to the age of 4, inspection of the eyes and ocular alignment is performed at the Child Health Care Centers. At the age of 4 years, visual acuity is measured at the centers and at school at the ages of 7 and 10 years. All patients at four Low Vision Centers have been investigated with regard to amblyopia. These patients have not been screened or treated for amblyopia. From these two studies, we compare the costs of screening and no screening.

    Results: The prevalence of ametropia in the population was 7.7%, and strabismus 3.1%. The prevalence of deep amblyopia (visual acuity ≤ 0.3) has been reduced from 2% to 0.2%. Results from the four Swedish Low Vision Centers showed that amblyopia was the main cause of decreased visual acuity in one eye in at least 1.72% of the patients. The cost for these people is higher then the cost for screening and treatment.

    Conclusion: Visual screening is effective in detecting visual and ocular disorders. The prevalence of amblyopia is greatly reduced with screening. The benefits greatly outweighs the economical disadvantages of screening and treating amblyopic children.

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