Sustainable Systems Implementation

The implementation of Customer relationship Management (CRM) Systems has been increased within organizations for the purposes of increasing customer loyalty accompany with decreasing expenses and increasing revenues. The perception of the benefits associated with the implementation of CRM systems is an essential step for the adoption and implementation of CRM systems. Therefore, this paper presents the study conducted to investigate the perception of the CRM systems in the private hospitals in the northern part of India as there is a lack of adoption of CRM systems in hospitals. Qualitative research approach that is interview based was adapted in the study. The management of 10 private hospitals in the northern part of India was interviewed. The results reveal that no hospital has adopted CRM system. In addition, there is a substantial lack of understanding of the benefits of CRM systems in hospitals. Some hospitals claim that the implementation of CRM system is not of their priorities and there are much important projects as the implementation of Electronic Medical Records (EMD). However, other hospitals indicate for an existence of future plan for the adoption and implementation of CRM system. Another issue that needs to be taken into consideration by the vendors of CRM systems is the high costs associated with the implementation of CRM systems in hospitals. Indeed, both the vendors of CRM systems and the managers of hospitals hold the responsibility of the lack of CRM systems implementation in hospitals.

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CASE OF INTELLIGENT DATA-MEASURING SYSTEMS IMPLEMENTATION AT SPACE CENTER LAUNCHING FACILITIES

Measuring Monitoring Management Control ◽

10.21685/2307-5538-2018-1-4 ◽

2018 ◽

Author(s):

D. A. Yaroslavtseva ◽

Keyword(s):

Measuring Systems ◽

Systems Implementation

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Spirals of Sustainable Academic Motivation, Creativity, and Trust of Higher Education Staff

Sustainability ◽

10.3390/su13137057 ◽

2021 ◽

Vol 13 (13) ◽

pp. 7057

Author(s):

Martina Blašková ◽

Dominika Tumová ◽

Rudolf Blaško ◽

Justyna Majchrzak-Lepczyk

Keyword(s):

Higher Education ◽

Academic Motivation ◽

Slovak Republic ◽

Point Of View ◽

Scientific Management ◽

Administrative Staff ◽

Sustainable Systems ◽

New Concepts ◽

Future Improvement ◽

The University

Sustainability has to penetrate more and more into higher education. It should not focus only on traditional elements. It should also enter new, but for future improvement, extremely important areas. Based on this premise, creativity and motivation, when additionally interconnected and supported by trust that is provided and achieved, decide on the progress and sustainability of universities. This connection is gaining importance especially from the point of view of building solid foundations and mechanisms that functionally preserve the potential effects of these elements in the future. For this reason and following the nature, importance, and content of sustainable academic motivation (SAM), the paper introduces two new concepts: sustainable academic creativity (SAC) and sustainable academic trust (SAT). For further original contributions, the paper hypothesizes the existence of mutual—spiral—relations of sustainable academic motivation (SAM), sustainable academic creativity (SAC), and sustainable academic trust (SAT). The empirical section tests the validity of this claim in the universities of two countries: the Slovak Republic and Poland. A survey performed on a sample of n=181 pedagogical, scientific, management, and administrative staff in higher education confirms the existence of these spirals. The results indicate the spiral effect of motivation when connected with creativity and trust and show that it is accented by the crucial principles of sustainability (responsibility, novelty, usefulness, progress, etc.). Therefore, the paper’s conclusion contains the explanations for the potential occurrence of three types of sustainably mutual systems and complexes. These are: (a) individual sustainable systems of SAM, SAC, and SAT; (b) group/sectional sustainable systems of SAM, SAC, and SAT; and (c) the global sustainable complex of SAM, SAC, and SAT in the university.

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