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Business, Enterprise & Management

Permanent URI for this collectionhttps://eresearch.qmu.ac.uk/handle/20.500.12289/5

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    The role of leadership and cultural barriers in the adoption of lean six sigma in clinical pharmacy practice and medicine waste reduction. The case of NHS-UK
    (Emerald, 2024-06-28) Saha, Krishnendu; Bhavesh Patel; Paladini, Stefania
    Purpose This study investigates the role of leadership and cultural transformation in facilitating Lean Six Sigma (LSS) practices in clinical pharmacy settings to reduce medicine waste within the UK National Health Services (NHS). Design/methodology/approach A systematic literature review on Lean Six Sigma in health care was conducted to develop an analytical framework. This was followed by a qualitative case study of an English NHS trust to test the framework, exploring pharmacists' adoption of LSS practices and their impact on staff behaviour, focussing on leadership decisions and organisational culture. Findings The research highlights the significance of leadership’s prioritisation in waste reduction efforts and its influence on staff engagement. It also examines the intricate relationship between leadership decisions, education and training, resource allocation, and the prevailing clinical culture, which shapes pharmacists' behaviours and attitudes towards LSS practices and waste reduction. Research limitations/implications The study’s focus on a single NHS trust limits the generalisability of the findings, suggesting the need for further research across different healthcare settings. Practical implications The study recommends a cultural transformation, earlier training, and reformation in service strategy to enhance the adoption of LSS practices and contribute to a more sustainable future for the wider health services. Social implications Effective medicine waste management prevents harm and helps address the current NHS medicine shortage. The NHS can allocate resources efficiently, ensure timely treatment, and prepare for future disruptions by implementing the proposed framework. Originality/value We developed a leadership model for the NHS to reduce medicine waste, offering a novel approach to addressing the challenge of medicine waste through leadership and cultural transformation.
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    Extending cross-gender succession theories: Mother–son succession in family business
    (Emerald, 2018-12-10) Seaman, Claire; Ross, Susanne; Bent, Richard; Higgins, David; Jones, Paul; McGowan, Pauric
    The importance of succession in family business is well documented and there is general agreement that successful succession represents a key factor in the success or otherwise of individual businesses owned and run by families. The importance of gender in family business succession is a much more recent topic, where initial work has focussed very much on the increasing tendency for women to take on the family business as a successor. Far less research, however, considers the scenario where a female leader passes on the business, whether that takes the form of family succession, a new leader from out with the family or indeed business sale. This dearth of research is not entirely surprising: whilst female leaders in a family business context are not new, their numbers have been relatively small and often mediated through the lens of co-preneurship with a male partner. As women increasingly succeed to and found family businesses however, the gender dimension within family business succession develops and the research response forms the basis for this chapter.