Leading and Managing Change Assignment

Leading and Managing Change
Leading and Managing Change

Leading and Managing Change

Order Instructions:

Case study research assignment (50%): An essay of 3,000 words identifying a strategic planning or change management initiative within an organisation with which you are working or with which you are familiar. The requirement can be past, present or future. The essay will need to draw heavily upon the learnings from the workshops supported by students’ own research.

SAMPLE ANSWER

Leading and Managing Change

Assessment of the strategic initiatives employed in the case study: Journey of Hong Kong Public Teaching Hospital in Preparation of Hospital Accreditation will be based on Kotter’s 8-Step Change Model. Strategic planning refers to a disciplined attempt that offers basic decisions and actions, which contribute to the shaping and guiding what a firm is, what a firm does, and why such a firm does what is does, in relation to the future (Heward, Hutchins & Keleher, 2007, 176). Strategic planning focuses on three cyclical elements, which are often known as the ABCs of strategic planning. They include: moving from component A to component B takes into consideration the clarification of vision, mission and objectives; moving from component A to component C represents a process of strategy development/formulation, whereas moving from component C to component B represents the aspect of strategy implementation. The case study focuses on the aspect of preparation accreditation, which is aimed at transforming Queen Mary Hospital’s culture and fostering safety, effectiveness, reliability of services and quality.

In 2008, Hong Kong SAR Administration and Hospital Authority’s Food and Health Bureau launched a pilot plan of hospital accreditation. Accreditation involves a process in which health institutions/hospitals struggle to offer high quality care in relation to the external peer-reviewed standards (Chiu, Seto & Lai, 2011, pp. 231). This concept is gaining a global popularity, but happens to be a novel idea in Hong Kong’s health care system. Most of the workers are ignorant of the concept or means of preparation. As such, developing new ideas can be discouraging to both frontline staff and hospital executives. This problem can be compounded by situations in which health care facilities lack sound and robust quality management schemes/plans.

In relation to Kotter’s 8-Steps Change model, Queen Mary’s management should be developing a sense of necessity/urgency, which is step 1. Major projects of change can emerge successful when they obtain adequate support from the organization’s employees. As such, organizations should ensure that they begin the process of transforming their institutions by convincing members of staff of the significance and urgency of moving a new direction. In relation to this, the hospital’s management should gather it staff members and inform them about the hospital need for accreditation (Heward, Hutchins & Keleher, 2007, 177). Being that accreditation is aimed at improving the quality of health care services in hospitals, Queen Mary’s management should inform its staff about this necessity. Moreover, since many health care employees are unaware of this concept, the hospital’s management should use this opportunity to inform them about it, and its significance. This step is significant in ensuring that the hospital’s employees develop the determination/willpower to move and win.

A false sense of necessity/urgency and complacency alongside anger, frustration and anxiety act as the principle stumbling blocks to change in organizations. To succeed individuals should often focus on the significant/important aspects of change. Creating a sense of urgency will ensure that the hospital’s management succeeds in minimizing cases of complacency, anger and anxiety among its employees in relation to the intended change. In the real sense, urgency not only acts as a significant trigger for the change, but also serves as the engine or driving force of change (Hillol & Viswanath, 2013, pp. 1125). Successful creation of a sense of necessity among staff members requires that change management leaders, point out the risks and potential opportunities that arise from the business environment in relation to the intended change. Successful leaders often accomplish this goal by appealing to the minds and hearts of workers. One of the approaches that the firm’s management can employ in accomplishing this goal is conducting a SWOT analysis.

SWOT analysis will play a vital role in pointing out the external environmental aspects, which are the threats and opportunities, and the internal environmental aspects/company’s internal environment dimensions, which are weaknesses and threats. While addressing weaknesses and threats, focusing on the opportunities provides suitable platform on which the organization’s management can build strengths and enhance performance (Heward, Hutchins & Keleher, 2007, 178). Exploring the hospitals internal environment helps in the revelation of its core competencies alongside its distinctive core competencies as shown below:

Strengths:

  • Significance of Queen Mary Hospital to the community: the hospital acts as a tertiary referral center kidney, heart, liver, bone marrow transplantation and lung (Chiu, Seto & Lai, 2011, pp. 231). Moreover, the institution is affiliated to the University of Hong Kong, which makes it significant to students who often conduct some of their learning it.
  • Financial position of the institution: Currently, the hospital’s annual is estimated to be over HK$30 billion. This robust financial position is significant in funding the intended change (Chiu, Seto & Lai, 2011, pp. 231).
  • Robust Partnership: Being a public teaching hospital, the Hong Kong SAR Administration and Hospital Authority’s Food and Health Bureau has opted to partner with the firm in enhancing the implementation of the change.
  • Robust staff Capacity: The hospital employees more than 4800 individuals who can be employed in leveraging the process of delivering of high quality care.

Weaknesses:

  • Many staff members with the organization are not aware of the concept of accreditation (Chiu, Seto & Lai, 2011, pp. 231).
  • The hospital lacks a suitable mechanism of ensuring that its staff members deliver high quality care to patients.

Conducting an assessment on the external environment will help the hospital’s management identify the following threats and opportunities.

Opportunities:

  • Support from the government: Hong Kong’s government aims at enhancing the process of change implementation in Queen Mary Hospital (QMH) through the Food and Health Bureau
  • Support from the NGOs: Apart from the government , the change implementation process in the hospital is supported by the ACHS (Australian Council of Health Standards)
  • Most health institutions in the country have not implemented this concept: the hospital is at an advantage of gaining a competitive benefit over its rivals who in terms of delivery high quality care to patients. Many health care institutions (Hong Kong Authority Hospitals) have not implemented the concept as it is not popular in Hong Kong.

Threats:

  • Threat from the Inclusion of other Hospitals in Change’s Pilot Scheme: other hospitals are also inclined towards the implementation of the same change in their institutions. The accreditation exercise has been joined by three private health care institutions and five public hospitals (Chiu, Seto & Lai, 2011, pp. 231). As such, the organization is likely to face an intense rivalry from these institutions in terms of funding from the sponsors. Besides, the Queen Mary Hospital is likely to witness intense rivalry from these institutions in relation to the delivery of high quality health care, which is the principle purpose of the accreditation process.

Step 2: Establishing a Guiding Coalition

Formation of a coalition of individuals to be in charge of leading the change exercise process acts a significant step towards the realization of a successful change implementation process. Members of the team should have enough expertise, credibility, power, and excellent skills of leadership. Moreover, these individuals should have a share aim as it is vital in the realization of a successful strategy implementation process (Hillol & Viswanath, 2013, pp. 1127). When members of the change implementation team have a common objectives, issues such as conflicts, which are always associated with different interests, can be minimized in an effective manner. Moreover, lack of a shared objective among individuals selected to spearhead the project can result into wastage of resources. As such, organizations should ensure that they are involved in the selection of individuals who have shared goals to lead the change exercise.

The consideration of aspects of leadership skills, expertise, credibility and power is also significant in ensuring that individual who are selected to lead the strategy implementation have the necessary physical and intellectual abilities, which are required for successful execution of the change implementation exercise. Such abilities are vial in ensuring that these individuals provide adequate guidance to other people who are included in the change process. Furthermore, the possession of such potentials is significant in ensuring that the core team is at a suitable position of addressing challenges that can be encountered during the strategy implementation process in an effective manner.

Queen Mary Hospital’s management responded to the accreditation exercise an effective way. This reaction occurred twenty-four months prior to the formal process of accrediting QMH. The formation of the projects core team took into consideration individuals from with robust leadership skills, credibility and expertise (Hillol & Viswanath, 2013, pp. 1129). These individuals were recruited from various disciplines such as allied health, nursing, laboratory, administration, clinical specialties and pharmacy among others. Such a selection was significant in ensuring that issues from various perspectives cold be integrated, thereby leading to the realization of a rational decision-making process.  QMH’s Chief Executive acted as the core team’s patron. The core team’s function was to oversee the entire change implementation/accreditation exercise.

Step 3: Establishing a Change Vision

The third step that could have been followed during the implementation of the change is development of a vision for the strategy. This role was to be played by the core team. The establishment of a vision for the change could have served as a basis for efficient decision-making. Efficient decision-making during change implementation can be accomplished in an effective manner when an appropriate vision is developed for the exercise. Developing a vision for a change implementation exercise ensures that strategy executors have a clear direction of as to where the project heads.

Developing a vision for the project could have also contributed to the motivation of the core team members towards taking action in the appropriate direction in case the initial steps of the project happened to be painful. Strategy implantation is not a smooth process as it is always associated with other drawbacks such lack of adequate funding, conflicts among core members and resistance (Scott, 2010, 481). As such, establishing a clear vision for the process is vital in ensuring that core team members remain in the right path despite encountering such challenges. Furthermore, such vision offers a significant meaning to individuals. It also serves as glue that binds every aspect of the change implantation process.

QMC’s management could have ensured that a clear vision is developed for the accreditation exercise. This vision needed to be imaginable, desirable, feasible, focused, flexible and communicable. By being imaginable, the vision could have ensured that it conveys a clear picture/view of what the future would be to the organization. This feature could have contributed positively to the motivation of core team members, and other stake holders. The aspect of desirability could have ensured that the vision remain appealing to the long-term interests of the organization’s management, staff and other stakeholders, thereby minimizing cases of resistance (Hafiz, Ali-Fazal & Fareeha, 2014, 194). The aspect of feasibility could have ensured that the accreditation’s vision contain attainable and realistic goals. For instance, change’s vision could have been developed in manner that does not compromise the organization’s financial potential of HK$30 million. This undertaking could have ensured that the company’s resources are taken into consideration, thereby minimizing the wastage of the firm’s resources. By being focused, the strategy’s vision could have provided a clear guidance on the direction that should be taken in relation to the realization of an effective decision-making process. Consequently, the aspect of flexibility could have ensured that the strategy’s vision allow alternative responses and individual initiative in relation to the changing circumstances involved in the accreditation exercise. Some of the factors that could have been considered in the attainment of this goal are the company’s resources and other alternatives of funding. By being communicable, the change’s vision could have ensured that it is explained in an easy and quick manner to the target group or stakeholders (Foltin & Keller, 2012). This aspect could have also contributed significantly to the minimization of cases of resistance from the firm’s employees/staff members.

Step 4: Communication of the Vision for Buy-In

The next step that could have been embraced by QMH’s management is spreading the strategy’s vision through the firm/organization. This approach could have ensured assisted the organization management in receiving opinions of employees about the vision (Feyerherm et al, 2014, pp. 1167). As such, it could have provided a suitable platform on which changes that matched the interest of employees could have been made. Moreover, this step could have provided a suitable platform on which employee engagement could have been achieved. Employee engagement in a strategy implementation exercise helps in minimizing cases of resistance as it makes them feel as part of the change process.

Effective communication of the change’s vision is significant in ensuring that all individuals involved in the change implementation exercise comprehend the process. As such, QMH’s management could have ensured that they employ various mechanisms in communicating the strategy’s vision to employees and other stakeholders. For instance, the organization’s management could have attempted to employ mechanisms such as story telling in communicating the vision to the target groups (employees and stakeholders). Such an approach could have helped in making the strategy’s vision more vivid than in a situation in which only words were used in communicating it (Decker et al, 2012, pp. 43). Leaders should ensure that they motivate and inspire employees as this helps in overcoming cases of mistrusts in the organization.

 Step 5: Empowerment of Borad-Based Action

Once QMH’s management had ascertained that its employees had accepted the novel vision, it could have adopted measures that are aimed at empowering employees to act upon the new vision. The core team can contribute significantly to the realization for this goal. This team can achieve this objective by engaging in an active removal of barriers, which are associated with the accreditation process. In the case study, is clear that the core team engaged in the identification and elimination of barriers that were encountered during the accreditation exercise. Some of these barriers were complacency, vested interest, technical businesses terms, inertia, lack of alignment of key stake holders and core team members understanding and ideology on accreditation and poorly managed meeting among others (Diane et al, 2014, pp. 75). Leaders should ensure that they are involved in a active process of addressing the barriers or resistances to change.

The Four types of resistance that leaders should focus on addressing are rational factors that arise from different evaluations between management and employees concerning the need for change and results, non-rational factors such as emotional responses, poor management and political factors. As seen in the Case study, individuals often resist organizational change due to self-interest or vested interest. Besides, individuals can resist change due to issues such as disturbance/interruption of social networks, loss of face, and fear of unknown outcomes and change-averse among others (Canato, Ravasi &Philips, 2013, 1743). Some of the methods that people often employ in resisting change are anticipation and humor. As such, leaders should prepare adequately to address such issues as resistance can lead to skill gaps.  After addressing such issues, QMH’s management could have ensured that all members possess appropriate systems, tools and skills that are needed in the realization of the intended change. In addition, the organization’s information systems and human resource systems could have been employed in implementing the vision at this stage.

Step 6: Generation of Short-Term

QMH’s management could have then proceeded to the generation of short-term wins stage.  Major and long-term efforts of change often lose their momentum earlier than expected. For change implementers to uphold/maintain the sense of urgency and motivation of everyone involved, they need to point out their short term successes. This step could have involved the mentioning of the successes that the company has achieved prior to the achievement of the main objective (Casida & Parker, 2011, pp. 484).  Besides, the company could have enhanced this step by celebrating such achievements. This often plays often contributes positively to members’ motivation, which is essential for the accomplishment of the project’s main objective.

Short-term wins also contributes to the taking out of winds of sails of resistors and cynics. Research indicates that organizations that  witness significant short-term successes have higher chances of completing their transformation processes in successful ways that those firms that do not witness significant short-term wins (Casida & Parker, 2011, pp. 485). Such organizations are often characterized by high levels of motivation on the part of employees and members of core teams.

Step 7: Consolidation of Gains and Production of More Change

Declaration of victor prior to the full incorporation of the business improvement and changes into the organization’s culture can lead to a significant failure. As such, firms should not overindulge in the celebration of short-term success as such this tendency may lead to the loss of focus on the major vision. Moreover, such an act can result into the killing of the ongoing momentum, thereby allowing resistors to gain control of the process (Taina, 2013, pp. 54). In relation to this, the company’s management should have also taken this aspect into its consideration while celebrating its short-term wins during the change implementation exercise.

Project leaders should use this stage a suitable platform on which they can realize more change. They should ensure that they employ the increased credibility from the previous wins in enhancing the change process. At this stage, QMH’s management could have involved new groups of individuals in the process of accreditation (Taina, 2013, pp. 56). Moreover, such individual could have been promoted to major roles. The level of focus and urgency should be kept constant to avoid people from engaging in activities or actions that can derail the change implementation process.

Step 8: Incorporation of Changes into the organization’s Culture

The final stage of the Kotter’s 8-steps Change model involves the incorporation of the changes into the organization’s culture. In relation to this, QHM’s management could have finalized the accreditation process by incorporating the policies and guidelines that are associated with it into the organization’s culture. After incorporating these approaches into the firm’s culture, the management could have embarked on constant process of communicating the improvements or benefits realized from the accreditation process (Tyler & Jonathan, 2014, 327). Consequently, this stage should be accompanied by the establishment of leadership succession and development plans, which are in line with the norms and values of accreditation.

Processes of change often put significant demands on managers and executives alongside the entire organization. Kotter’s 8-step framework offers a robust checklist for many things that should be taken into consideration during the process of change execution (Wilson, 2014, pp. 49). The key requirements/prerequisites for the steps involved in this model are a sense of urgency, excellent leadership, open information exchange or open communication among the involved groups and constant communication across various levels of the company.

Reference List

Canato, A., Ravasi, D & Philips, N. (2013). “Coerced Practice Implementation in Cases of Low Cultural Fit: Cultural Change and Practice Adaptation during the Implementation of Six Sigma at 3M,” Academy of Management Journal, 56(6), pp. 1724-753.

Casida, J & Parker, J. (2011). “Staff Nurse Perceptions of Nurse Manager Leadership Styles and Outcomes,” Journal of Nursing Management, 19(1), pp. 478-486

Chiu, A., Seto, W & Lai, L. (2011). “Journey of a Hong Kong Public Teaching Hospital in Preparation of Hospital Accreditation,” Hong Kong Medical Journal, 17(1), pp. 231-236.

Decker et al. (2012). “Predicting Implementation Failure in Organization Change. Journal of Organizational Culture,” Communications & Conflict, 16(2), pp. 39-59.

Diane et al. (2014). “A Theory of Organization HER Affordance Actualization,” Journal of Association for Information Systems, 15(2), pp. 53-85.

Feyerherm et al. (2014). “Partners for a Healthy City: Implementing Policies and Environmental Changes within Organizations to Promote Health,” American Journal of Public Health, 104(7), pp. 1165-1168

Foltin, A & Keller, R. (2012). “Leading Change with Emotional Intelligence,” Nursing Management: Retrieved from: www.nursingmanagement.com

Hafiz, N., Ali-Fazal, A & Fareeha, Z. (2014). “Four Factors to Influence Organization & Employee Commitment to Change within Pakistan,” International Journal of Information Business & Management, 6(4), pp. 183-200

Heward, S., Hutchins, C & Keleher, H. (2007). “Organizational Change-Key to Capacity Building and Effective Health Promotion,” Health Promotion International, 22(2), pp. 170-178

Hillol, B & Viswanath, V. (2013). “Changes in Employee’ Job Characteristics During an Enterprise System Implementation: A Latent Growth Modeling Perspective,” MIS Quarterly, 37(4), pp. 1113-1135.

Scott, S. (2010). “We’Re Changing or Are We? Untangling the Role of Progressive, Regressive and Stability Narratives during Strategic Change Implementation,” Academy of Management Journal, 53(3), pp. 477-512

Sotanto et al. (2008). “Change Management in Inter-organizational Systems for the Public” Journal of Management Information Systems, 25(3), pp. 133-175

Taina, S. (2013). “Change Implementation in Intercultural Context: A Case Study of Creating Readiness to Change,” Journal of Global Business Issues, 7(2), pp. 51-58

Tyler, T & Jonathan, C. (2014). “Pressure and Performance: Buffering Capacity and the Cyclical Impact of Accreditation Inspections on Risk-Adjusted Mortality,” Journal of Healthcare Management, 59(5), pp. 323-335

Wilson, J. (2014). “Managing Change Successfully,” Journal of Accountancy, 217(4), pp. 38-41

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Impacts of MIS on the Organization: Connecting the Dots

Impacts of MIS on the Organization
Impacts of MIS on the Organization

Impacts of MIS on the Organization: Connecting the Dots

Order Instructions:

This paper is a continuation of 111287 so its important that the writer take note of what was written in that paper before written this paper. Alll discussions are about Amazon the topic chosen in the first paper , and it is noted hear in this questions that “You are required to include research from at least two first-person interviews and at least two peer-reviewed practitioner or scholarly journals”. This interviews must be conducted just as in the first part of this paper.

The second half of this paper , you will examine various ways in which MIS impacts your organization,( Amazon) as a whole, including decision making, organizational structure, data security, and the impact of emerging trends in IT. A key element of this Paper is the identification and framing of an organizational problem that relates to the topics covered in the course such as
Information Technology for Competitive Advantage
Storing and Accessing Information and Knowledge
Electronic Commerce
Information Systems Development
Information Systems and Decision Making
Your research should lead you to identify possible solutions to the problem(s) you identify. You will apply knowledge gained in the course in order to present advantages and disadvantages of various approaches to the problem(s).
Your task is to “connect the dots” in order to show the ways in which MIS shapes the strategic direction of the organization. In your paper, include a discussion of the following:

1. How has the organization leveraged IT to assist in its decision making? Which systems provide the clearest support for analyzing data and determining strategic direction?
2. How has technology impacted the organization’s structure? If modifications were made, were they explicit (that is, planned) or implicit (that is, changes emerged without planning)?
3. What security risks have IT systems created that were not there before and how has the organization addressed these issues? Has it implemented a planned risk management approach? What business risks are involved, if any, and how did/does the organization respond?
4. What new technologies will most likely directly impact the organization’s business? Will the organization be likely to adopt new technologies to achieve a competitive edge or take a wait-and-see attitude? What are the advantages and disadvantages of each approach?
This Paper 2 will comprise 8–10 pages in APA format. One to three diagrams and presentation slides may be included, but they will be additional to the required length of the paper. You are required to include research from at least two first-person interviews and at least two peer-reviewed practitioner or scholarly journals.

Resources to be use
Course Text
• Management Information Systems for the Information Age
Chapter 7, “Enterprise Infrastructure, Metrics, and Business Continuity Planning: Building and Sustaining the Dynamic Enterprise”

This chapter discusses the value of service-oriented architecture and hardware and software considerations of an organization, analyzes commonly used metrics for assessing IT systems, and describes business continuity planning (BCP).
Articles
• Mukherji, A. (2002). The evolution of information systems: Their impact on organizations and structures. Management Decision, 40(5/6). Retrieved from ABI/INFORM Global database.

This article provides a brief history of the development of information systems and how these systems have changed organizations.
• Hitt, L.M., & Brynjolfsson, E. (1997). Information technology and Internet firm organization: An exploratory analysis. Journal of Management Information Systems, 14. Retrieved from Computers & Applied Sciences Complete database.

This article offers an empirical study supporting the idea that information technology drives firms to decentralize authority within the organization.
• Lucas, H.C., & Baroudi, J. (1994). The role of information technology in organization design. Journal of Management Information Systems, 10(4). Retrieved from Computers & Applied Sciences Complete database.

This article concludes that information technology design and organizational design are inextricably linked.
Kahn, R.L. (2000). The effect of technological innovation on organizational structure: Two case studies of the effects of the introduction of a new technology on informal organizational structures. Journal of Business and Technical Communication, 14(3). Retrieved from ABI/INFORM Global database.

This article compares the outcomes at two university campuses related to the implementation of technological innovation in their administrative offices.

SAMPLE ANSWER

Impacts of MIS on the Organization: Connecting the Dots

Three leaders from Amazon participated in interviews for this report, they are the Web Services Director, Andrew Jassey, the Business Development Director, Jeffrey Blackburn, and the Consumer Business Director, Jeffrey Wilke. I incorporated their views as part of this report.

  1. How has the organization leveraged IT to assist in its decision making?

Amazon has implemented an IT customer services strategy that allows its customers to post reviews about products they have purchased on their website whether the reviews were negative or positive. Amazon was the first retailer to implement such a strategy way back when it started in 1994, which many in the book selling industry criticized because they thought that allowing customers to post negative comments about their purchases would reduce sales (Cecez-Kecmanovic, Kautz & Abrahall, 2014). However, Jeff Bezos did not falter as his motivation for implementing the feature as part of the company’s strategy was to give customers access to as much information as they wanted that would assist them in making their buying decisions.

It is no wonder that up to now Jeff has a public email that all Amazon customers can use to get in touch with him about any complaints that they may have. All managers at the company live in perpetual fear of emails about customer complaints that are forwarded to them by Jeff usually with an additional question mark, which gives them just a few hours to resolve the complaint. It is not difficult  to see how IT has drastically impacted how the company makes decisions because according to Jeff, the customer is always right, which has driven many crucial changes in the company. Jeffrey Wilke, the Consumer Business Director remembers vividly an incident where Jeff Bezos, the founder, wanted them to scrap the whole email marketing system just because of one customer complaint.
Which systems provide the clearest support for analyzing data and determining strategic direction?

Amazon’s customer feedback system is the most important part of their strategic decision making  process as the company uses available data to make all  its strategic decisions such  as the introduction of Kindle e-readers and most of its products. Amazon uses information management systems as their core decision-making system as they take into account all the available information regarding customers, suppliers and their business partners to decide on what future strategies to implement. The company also tracks the information related to both their direct and indirect competitors, which is a key factor when they are deciding on what companies to buy and what partnerships they should enter into.

The early partnerships, which Amazon with established retailers such as Target, enabled the company to wield a unique advantage over its competitors by increasing their distribution networks significantly. In the company’s initial years it used basic information systems to keep track of customer behaviors, which paid of drastically as the company introduced new innovative solutions such as same day shipping for in-stock orders. The company’s information management systems are responsible for most of the strategic decisions made by Amazon as it has always used the data collected through the system to chart future strategies.

  1. How has technology impacted the organization’s structure?

Technology has a huge impact on Amazon’s organizational structure given the fact that it is an online retailer and makes most of its sales through its various websites. One of the crucial changes the technology has had on the company is evident in the introduction of programs such as the associate program, which has contributed greatly to Amazon’s success through sales generated by its affiliates. Business Development Director, Jeffrey Blackburn states that technology enabled Amazon to host numerous websites operated by members of the affiliate program to make sales without which the company could not have generated the amount of sales and growth that it continues to experience up to date. Technology has also been crucial in the introduction of web services as Amazon has invested in web technologies so as to compete with companies such as Google and Hewlett Packard in the technology market especially by offering cloud services (Chen, Ramamurthy & Wen, 2012). The launch of the Kindle Fire and other Kindle devices has also been crucial in advancing Amazon’s strategy of increasing its market share given that the designers of the Kindle Fire tablet device wanted it to drive online sales made from tablets while at the same time competing with Apple’s iPad. The introduction of all these new products and services has affected the company through the creation of new departments such as the Web Services department, which has increased Amazon’s market share.

Technology continues to be the main avenue through which the company is diversifying its products and services creating numerous jobs and departments within the company as it keep expanding across many industries. Technology can have a significant impact on a company’s organizational structure given that just by the mere fact that a company is experiencing growth in its size, operations and market share the need for the adoption of information management systems keeps increasing (Cecez-Kecmanovic, Kautz & Abrahall, 2014). Initially when the company started there was no human resources department as Jeff managed all the company employees who operated from his garage and later on at an industrial park. However, if he tried to do the same today with the significant size of the company’s operation and a workforce of 132,600 employees as of June 2014, he would be a miserable failure at such a task. Amazon employees the best human resources to manage its huge workforce not forgetting that the department is largely dependent on information management systems to keep track of all its employees and address employee issues. Without information management systems, Amazon would not be a profitable organization like it is right now.

  1. What security risks have IT systems created that were not there before and how has the organization addressed these issues?

Cloud security systems risks

The advent of cloud services that are catching up with other technologies for storing data in the market has been touted as a rick free way of storing data and accessing it easily on demand at less cost than storing it yourself (Cecez-Kecmanovic, Kautz & Abrahall, 2014). However, recent studies indicate that cloud services are not as impenetrable as they were once thought to be and that hackers can still illegally access cloud servers that are not properly protected. According to Andrew Jassey Amazon’s Director of the Web Services, this is a new security threat that is facing Amazon as they recently launched their web services division and are providing cloud services to both their individual consumers and corporations such as Dell. Other affiliates using the company’s web infrastructure are also at risk because these systems utilize cloud computing systems.

Social engineering risks

Social engineering threats involve the use of methods such as phishing by cyber criminals to get access to financial information, which they can exploit and steal mostly from consumers and innocent web users (Géczy, Izumi & Hasida, 2014). Phishing involves the use of mirror sites that are identical to the real Amazon site to dupe customers into thinking that they are purchasing products from Amazon, while on the contrary, it is the cyber-criminal who is taking their money. Phishing sites have greatly increased, especially after Amazon launched different sites in countries such as the UK and Germany, which attackers are finding easier to copy. Another major contributor to this threat is the fact that domain names nowadays contain characters in Japanese, Hindi and other languages.

Mobile devices risks

Mobile devices make up the newest frontier in terms of security threats in IT systems especially given the fact that more and more consumers are making purchases from mobile devices such as smart phones and tablets (Briggs, 2014). In most cases it is difficult to implement the same level of security in a mobile device because of limited processor capacity and memory space, which is what cyber criminals are using to their devices. This threat is extremely relevant to Amazon given that Kindle purchases in recent years have exceeded purchases through its main website. Amazon also has iPhone and iPad applications in addition to android applications that are extremely vulnerable to cyber-attacks because of limited security.

Malware risks

Although malware is not a new problem since it has been present since the invention of computers it has kept evolving with hackers developing newer viruses designed to beat even the most sophisticated computer security systems (Géczy, Izumi & Hasida, 2014). The impact of malware on information systems is as crucial today as it was decades ago given that it is the most effective way to profits from cyber-crime by infecting an organization’s information system and acquiring information, which the cyber-criminals use for financial fraud. Although Amazon has one of the best if not the best firewall systems in the world, which is higher than military grade software, it is still vulnerable to malware attacks.

Misuse of web applications

Another threat faced by Amazon is the misuse its web applications, especially those hosted by third parties where the company has no control over the security systems used for such applications. Amazon has tried to reduce this risk by controlling the security of those web applications hosted and operated by third parties, mostly be acquiring rights to the applications or by acquiring the third party itself.

Has Amazon implemented a planned risk management approach?

Amazon has implemented a planned risk management system of which a great portion focuses on the security of its information systems, while the rest is dedicated to the security of its other business assets such as its distribution networks and its brand (Spears & Barki, 2010). The core principle of its information security risk management strategy involves continuous monitoring and evaluation of its firewalls and the hacking threats made to penetrate the firewalls on a daily basis (Géczy, Izumi & Hasida, 2014). Amazon has also implemented intruder detection systems at all access points to its information systems so that in case an intruder penetrates and access the entry  point of the system the systems security department is notified of such intrusions that are quickly addressed. However, the bigger part of the risk management system is based on the preventative measures of continuous evaluation and improvement of existing systems so as to  prevent the occurrence of the identified security  systems and any new threats.

Amazon’s risk management flowchart

What business risks are involved, if any, and how did/does the organization respond?

The main business risks that face Amazon are technology risks, which is an external risk, while other internal risks include financial, employee, innovation and strategic risks (Deng, & Chi, 2012). The most prominent risks are the financial, innovation and strategic risks. For many years Amazon operated at a loss given that its priority was on increasing its market share instead of making profits. This was especially worrying for its investors in the late nineties as many dotcoms went bankrupt and lost significant amounts of investors’ capital. The company averted this risk briefly in 2001 when it made its first net profits in the fourth quarter. However, profitability has not been consistent through the years, but Jeff and the company executives have always maintained a positive outlook with the support of their investors who have seen the value of Amazon shares increasing over the years. The company has responded adequately to the financial risks by constantly increasing the annual sales of the company up to $74.5 billion in 2013. The company keeps taking calculated strategic risks as it ventures into new industries based on the driving principle of selling everything at affordable prices, which has seen it recently launch the Kindle Fire to compete with Apple’s iPad and other similar tablets.

  1. What new technologies will most likely directly impact the organization’s business?

New technologies that are most likely to impact the organization’s business are extremely likely to be in the mobile devices industry, which is the next frontier of technology growth in the near future (Hui, Hui & Yue, 2012). However, the company is already way ahead of its direct competitors in the retail industry in terms of mobile technology through its highly advanced mobile platforms and applications, not forgetting its innovative Kindle devices. Given its diverse portfolio of products and services it is highly unlikely that any new technologies could drastically disrupt the company’s operations, especially under the leadership of their CEO, Jeff Bezos, who is a believer in innovation. It is hard to foresee any new technologies catching Amazon executives by surprise given the nature of their operations, what is more likely to happen is that Amazon will create new disruptive technologies that will cement its position as a market leader.

Will the organization be likely to adopt new technologies to achieve a competitive edge or take a wait-and-see attitude?

The most likely scenario is that if any new technologies come into the market, Amazon will be among the very first companies to adopt the new technologies so that they can gain a competitive advantage over their rivals. This prediction is based on the fact that Amazon has embraced many new technologies and even used those to launch new products such as the web services division, which offers cloud services that are not part of the general retail industry. All the three directors interviewed strongly support the fact that Amazon would never adopt a wait-and-see attitude in any of the industries it operates in given that it has always prided itself on being a pioneer and market leader.

What are the advantages and disadvantages of each approach?

The main advantage of a wait-and-see approach is that it allows a company to adopt a new technology when others in the industry have already adopted the technology and it is working quite effectively for those who have adopted it. However, there is a downside to this approach in that a company may wait for too long before adopting a technology only for it to lose significant market share as its competitors benefit from adopting the new technologies much earlier. The main advantage of quickly adopting new technology is that the company can jump ahead of its competitors and capture new markets created by the introduction of the new technologies way before it can face stiff competition from other competitors (Twyman, Elkins, Burgoon & Nunamaker, 2014). The main disadvantage associated with this approach is that a company might adopt a new technology way too early, invest significant resources in the new technology only for the technology to become obsolete. Such scenarios are extremely common as was evidenced in the dotcom bubble burst of the late 1990s and the financial crash of 2008. However, Amazon has benefitted greatly from taking significant risks and this should not change in future.

References

Cecez-Kecmanovic, D., Kautz, K., & Abrahall, R. (2014). Reframing Success and Failure of Information Systems: A Performative Perspective. MIS Quarterly, 38(2), 561-588.

Hui, K., Hui, W., & Yue, W. T. (2012). Information Security Outsourcing with System Interdependency and Mandatory Security Requirement. Journal Of Management Information Systems, 29(3), 117-156.

Géczy, P., Izumi, N., & Hasida, K. (2014). Analytics-Based Management of Information Systems. Review of Business & Finance Studies, 5(2), 55-65.

Twyman, N. W., Elkins, A. C., Burgoon, J. K., & Nunamaker, J. F. (2014). A Rigidity Detection System for Automated Credibility Assessment. Journal Of Management Information Systems, 31(1), 173-202.

Briggs, R. O. (2014). Special Section: Information Systems Support for Shared Understanding. Journal of Management Information Systems, 31(1), 107-110.

Deng, X., & Chi, L. (2012). Understanding Postadoptive Behaviors in Information Systems Use: A Longitudinal Analysis of System Use Problems in the Business Intelligence Context. Journal Of Management Information Systems, 29(3), 291-326.

Chen, Y., Ramamurthy, K. K., & Wen, K. (2012). Organizations’ Information Security Policy Compliance: Stick or Carrot Approach? Journal Of Management Information Systems, 29(3), 157-188.

Spears, J. L., & Barki, H. (2010). User Participation in Information Systems Security Risk Management. MIS Quarterly, 34(3), 503-A5.

Three leaders from Amazon participated in interviews for this report, they are the Web Services Director, Andrew Jassey, the Business Development Director, Jeffrey Blackburn, and the Consumer Business Director, Jeffrey Wilke. I incorporated their views as part of this report.

  1. How has the organization leveraged IT to assist in its decision making?

Amazon has implemented an IT customer services strategy that allows its customers to post reviews about products they have purchased on their website whether the reviews were negative or positive. Amazon was the first retailer to implement such a strategy way back when it started in 1994, which many in the bookselling industry criticized because they thought that allowing customers to post negative comments about their purchases would reduce sales (Cecez-Kecmanovic, Kautz & Abrahall, 2014). However, Jeff Bezos did not falter as his motivation for implementing the feature as part of the company’s strategy was to give customers access to as much information as they wanted that would assist them in making their buying decisions.

It is no wonder that up to now Jeff has a public email that all Amazon customers can use to get in touch with him about any complaints that they may have. All managers at the company live in perpetual fear of emails about customer complaints that are forwarded to them by Jeff usually with an additional question mark, which gives them just a few hours to resolve the complaint. It is not difficult  to see how IT has drastically impacted how the company makes decisions because according to Jeff, the customer is always right, which has driven many crucial changes in the company. Jeffrey Wilke, the Consumer Business Director remembers vividly an incident where Jeff Bezos, the founder, wanted them to scrap the whole email marketing system just because of one customer complaint.
Which systems provide the clearest support for analyzing data and determining strategic direction?

Amazon’s customer feedback system is the most important part of their strategic decision making  process as the company uses available data to make all  its strategic decisions such  as the introduction of Kindle e-readers and most of its products. Amazon uses information management systems as their core decision-making system as they take into account all the available information regarding customers, suppliers and their business partners to decide on what future strategies to implement. The company also tracks the information related to both their direct and indirect competitors, which is a key factor when they are deciding on what companies to buy and what partnerships they should enter into.

The early partnerships, which Amazon with established retailers such as Target, enabled the company to wield a unique advantage over its competitors by increasing their distribution networks significantly. In the company’s initial years it used basic information systems to keep track of customer behaviors, which paid of drastically as the company introduced new innovative solutions such as same day shipping for in-stock orders. The company’s information management systems are responsible for most of the strategic decisions made by Amazon as it has always used the data collected through the system to chart future strategies.

  1. How has technology impacted the organization’s structure?

Technology has a huge impact on Amazon’s organizational structure given the fact that it is an online retailer and makes most of its sales through its various websites. One of the crucial changes the technology has had on the company is evident in the introduction of programs such as the associate program, which has contributed greatly to Amazon’s success through sales generated by its affiliates. Business Development Director, Jeffrey Blackburn states that technology enabled Amazon to host numerous websites operated by members of the affiliate program to make sales without which the company could not have generated the amount of sales and growth that it continues to experience up to date. Technology has also been crucial in the introduction of web services as Amazon has invested in web technologies so as to compete with companies such as Google and Hewlett Packard in the technology market especially by offering cloud services (Chen, Ramamurthy & Wen, 2012). The launch of the Kindle Fire and other Kindle devices has also been crucial in advancing Amazon’s strategy of increasing its market share given that the designers of the Kindle Fire tablet device wanted it to drive online sales made from tablets while at the same time competing with Apple’s iPad. The introduction of all these new products and services has affected the company through the creation of new departments such as the Web Services department, which has increased Amazon’s market share.

Technology continues to be the main avenue through which the company is diversifying its products and services creating numerous jobs and departments within the company as it keep expanding across many industries. Technology can have a significant impact on a company’s organizational structure given that just by the mere fact that a company is experiencing growth in its size, operations and market share the need for the adoption of information management systems keeps increasing (Cecez-Kecmanovic, Kautz & Abrahall, 2014). Initially when the company started there was no human resources department as Jeff managed all the company employees who operated from his garage and later on at an industrial park. However, if he tried to do the same today with the significant size of the company’s operation and a workforce of 132,600 employees as of June 2014, he would be a miserable failure at such a task. Amazon employees the best human resources to manage its huge workforce not forgetting that the department is largely dependent on information management systems to keep track of all its employees and address employee issues. Without information management systems, Amazon would not be a profitable organization like it is right now.

  1. What security risks have IT systems created that were not there before and how has the organization addressed these issues?

Cloud security systems risks

The advent of cloud services that are catching up with other technologies for storing data in the market has been touted as a rick free way of storing data and accessing it easily on demand at less cost than storing it yourself (Cecez-Kecmanovic, Kautz & Abrahall, 2014). However, recent studies indicate that cloud services are not as impenetrable as they were once thought to be and that hackers can still illegally access cloud servers that are not properly protected. According to Andrew Jassey Amazon’s Director of the Web Services, this is a new security threat that is facing Amazon as they recently launched their web services division and are providing cloud services to both their individual consumers and corporations such as Dell. Other affiliates using the company’s web infrastructure are also at risk because these systems utilize cloud computing systems.

Social engineering risks

Social engineering threats involve the use of methods such as phishing by cyber criminals to get access to financial information, which they can exploit and steal mostly from consumers and innocent web users (Géczy, Izumi & Hasida, 2014). Phishing involves the use of mirror sites that are identical to the real Amazon site to dupe customers into thinking that they are purchasing products from Amazon, while on the contrary, it is the cyber-criminal who is taking their money. Phishing sites have greatly increased, especially after Amazon launched different sites in countries such as the UK and Germany, which attackers are finding easier to copy. Another major contributor to this threat is the fact that domain names nowadays contain characters in Japanese, Hindi and other languages.

Mobile devices risks

Mobile devices make up the newest frontier in terms of security threats in IT systems especially given the fact that more and more consumers are making purchases from mobile devices such as smart phones and tablets (Briggs, 2014). In most cases it is difficult to implement the same level of security in a mobile device because of limited processor capacity and memory space, which is what cyber criminals are using to their devices. This threat is extremely relevant to Amazon given that Kindle purchases in recent years have exceeded purchases through its main website. Amazon also has iPhone and iPad applications in addition to android applications that are extremely vulnerable to cyber-attacks because of limited security.

Malware risks

Although malware is not a new problem since it has been present since the invention of computers it has kept evolving with hackers developing newer viruses designed to beat even the most sophisticated computer security systems (Géczy, Izumi & Hasida, 2014). The impact of malware on information systems is as crucial today as it was decades ago given that it is the most effective way to profits from cyber-crime by infecting an organization’s information system and acquiring information, which the cyber-criminals use for financial fraud. Although Amazon has one of the best if not the best firewall systems in the world, which is higher than military grade software, it is still vulnerable to malware attacks.

Misuse of web applications

Another threat faced by Amazon is the misuse its web applications, especially those hosted by third parties where the company has no control over the security systems used for such applications. Amazon has tried to reduce this risk by controlling the security of those web applications hosted and operated by third parties, mostly be acquiring rights to the applications or by acquiring the third party itself.

Has Amazon implemented a planned risk management approach?

Amazon has implemented a planned risk management system of which a great portion focuses on the security of its information systems, while the rest is dedicated to the security of its other business assets such as its distribution networks and its brand (Spears & Barki, 2010). The core principle of its information security risk management strategy involves continuous monitoring and evaluation of its firewalls and the hacking threats made to penetrate the firewalls on a daily basis (Géczy, Izumi & Hasida, 2014). Amazon has also implemented intruder detection systems at all access points to its information systems so that in case an intruder penetrates and access the entry  point of the system the systems security department is notified of such intrusions that are quickly addressed. However, the bigger part of the risk management system is based on the preventative measures of continuous evaluation and improvement of existing systems so as to  prevent the occurrence of the identified security  systems and any new threats.

Amazon’s risk management flowchart

What business risks are involved, if any, and how did/does the organization respond?

The main business risks that face Amazon are technology risks, which is an external risk, while other internal risks include financial, employee, innovation and strategic risks (Deng, & Chi, 2012). The most prominent risks are the financial, innovation and strategic risks. For many years Amazon operated at a loss given that its priority was on increasing its market share instead of making profits. This was especially worrying for its investors in the late nineties as many dotcoms went bankrupt and lost significant amounts of investors’ capital. The company averted this risk briefly in 2001 when it made its first net profits in the fourth quarter. However, profitability has not been consistent through the years, but Jeff and the company executives have always maintained a positive outlook with the support of their investors who have seen the value of Amazon shares increasing over the years. The company has responded adequately to the financial risks by constantly increasing the annual sales of the company up to $74.5 billion in 2013. The company keeps taking calculated strategic risks as it ventures into new industries based on the driving principle of selling everything at affordable prices, which has seen it recently launch the Kindle Fire to compete with Apple’s iPad and other similar tablets.

  1. What new technologies will most likely directly impact the organization’s business?

New technologies that are most likely to impact the organization’s business are extremely likely to be in the mobile devices industry, which is the next frontier of technology growth in the near future (Hui, Hui & Yue, 2012). However, the company is already way ahead of its direct competitors in the retail industry in terms of mobile technology through its highly advanced mobile platforms and applications, not forgetting its innovative Kindle devices. Given its diverse portfolio of products and services it is highly unlikely that any new technologies could drastically disrupt the company’s operations, especially under the leadership of their CEO, Jeff Bezos, who is a believer in innovation. It is hard to foresee any new technologies catching Amazon executives by surprise given the nature of their operations, what is more likely to happen is that Amazon will create new disruptive technologies that will cement its position as a market leader.

Will the organization be likely to adopt new technologies to achieve a competitive edge or take a wait-and-see attitude?

The most likely scenario is that if any new technologies come into the market, Amazon will be among the very first companies to adopt the new technologies so that they can gain a competitive advantage over their rivals. This prediction is based on the fact that Amazon has embraced many new technologies and even used those to launch new products such as the web services division, which offers cloud services that are not part of the general retail industry. All the three directors interviewed strongly support the fact that Amazon would never adopt a wait-and-see attitude in any of the industries it operates in given that it has always prided itself on being a pioneer and market leader.

What are the advantages and disadvantages of each approach?

The main advantage of a wait-and-see approach is that it allows a company to adopt a new technology when others in the industry have already adopted the technology and it is working quite effectively for those who have adopted it. However, there is a downside to this approach in that a company may wait for too long before adopting a technology only for it to lose significant market share as its competitors benefit from adopting the new technologies much earlier. The main advantage of quickly adopting new technology is that the company can jump ahead of its competitors and capture new markets created by the introduction of the new technologies way before it can face stiff competition from other competitors (Twyman, Elkins, Burgoon & Nunamaker, 2014). The main disadvantage associated with this approach is that a company might adopt a new technology way too early, invest significant resources in the new technology only for the technology to become obsolete. Such scenarios are extremely common as was evidenced in the dotcom bubble burst of the late 1990s and the financial crash of 2008. However, Amazon has benefitted greatly from taking significant risks and this should not change in future.

References

Cecez-Kecmanovic, D., Kautz, K., & Abrahall, R. (2014). Reframing Success and Failure of Information Systems: A Performative Perspective. MIS Quarterly, 38(2), 561-588.

Hui, K., Hui, W., & Yue, W. T. (2012). Information Security Outsourcing with System Interdependency and Mandatory Security Requirement. Journal Of Management Information Systems, 29(3), 117-156.

Géczy, P., Izumi, N., & Hasida, K. (2014). Analytics-Based Management of Information Systems. Review of Business & Finance Studies, 5(2), 55-65.

Twyman, N. W., Elkins, A. C., Burgoon, J. K., & Nunamaker, J. F. (2014). A Rigidity Detection System for Automated Credibility Assessment. Journal Of Management Information Systems, 31(1), 173-202.

Briggs, R. O. (2014). Special Section: Information Systems Support for Shared Understanding. Journal of Management Information Systems, 31(1), 107-110.

Deng, X., & Chi, L. (2012). Understanding Postadoptive Behaviors in Information Systems Use: A Longitudinal Analysis of System Use Problems in the Business Intelligence Context. Journal Of Management Information Systems, 29(3), 291-326.

Chen, Y., Ramamurthy, K. K., & Wen, K. (2012). Organizations’ Information Security Policy Compliance: Stick or Carrot Approach? Journal Of Management Information Systems, 29(3), 157-188.

Spears, J. L., & Barki, H. (2010). User Participation in Information Systems Security Risk Management. MIS Quarterly, 34(3), 503-A5.

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Logistics and Operations Management

Logistics and Operations Management
Logistics and Operations Management

Logistics and Operations Management: Has the improvement in High St. Retail Logistics made us all more loyal Customers?

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Logistics and Operations Management

Table of Contents

Introduction. 3

Findings and Analysis. 4

Cross-functional Integration to Cross-Enterprise Integration. 4

Evolution of Market Mediation from Physical Efficiency. 5

Focusing on Demand instead of Supply. 5

Evolution of Collaborative Product, Process, and Supply Chain Design. 7

Breakthrough Business Models that Evolved from Cost Reduction. 8

Conclusions. 8

Recommendations. 9

Major benefits of IT systems. 10

References. 11

Bibliography. 12

APPENDICES. 13

Logistics and Operations Management: Has the improvement in High St. Retail Logistics made us all more loyal Customers?

Introduction

Improvements in High St. retail logistics has had a huge impact on consumers given the ease with which they can now access the products of multinational retail consumer chains that were once not that accessible. However, the question as to whether these improvements have made consumers more loyal begs a much deeper analysis of the supply chain management process, and its evolution over the past few years. Since the 1990s, supply chain management simply referred to ways in which a company could get their products to their consumers in time once they had placed their orders (Haug, 2013, P.628). Therefore, this process involved one company in its efforts to satisfy the demand for its products in the markets where it had a presence and was never thought of as incorporating other aspects of the company such as production, relationship with other business partners and timely product launches. However, in recent years, supply chain management has emerged as a crucial part of company operations and currently, the process of choosing a supply chain management system involves answering questions such as: how well do we embrace product variety? How effectively are we marketing our products, and are our business models innovative through supply chain management to give us a strategic advantage over our competitors (Lichocik, & Sadowski, 2013, p.121)? The improvements in High St retail logistics have created global retail giants, but now we assess the creating of their business model to study their strengths and weakness as we seek to finds out whether they have created a more loyal base of customers.

Findings and Analysis
Cross-functional Integration to Cross-Enterprise Integration

One of the new questions that have greatly transformed supply chain management relates to how the company coordinates functions across several companies and also across different departments within the same company so as to supply products to the market. Since the 1980s, companies have looked for ways to implement cross-enterprise integration such as the just-in-time systems that were implemented by many automakers during this period that contributed greatly to cross-enterprise integration (Trentin, 2011, p.1707). Other such initiatives include those pioneered by Dell Computer’s and Wal-Mart that saw the integration of their vendor management systems, but there were other initiatives such as ECR that were industry-wide or public initiatives within the fast-moving consumer goods industry (Chan, & Prakash, 2012, p.4675). These public initiatives revolutionized the respective industries where they were implemented, but they also levelled the playing field in that all the companies within the industry now had similar supply chain systems and they had no competitive advantage over each other in terms of supply chain management. For the smaller companies, this was a welcome situation as the larger companies had superior capacity and had superiority in terms of supply chain systems, but the integration efforts gave them equal access to the same systems as the large corporations. The implementation of industry-wide cross-enterprise integration increased the efficiency of supply operations for the smaller companies, but the larger companies may have not benefited significantly from the integration. However, the cross-enterprise integration spearheaded by individual companies for their vendors and trading partners are unique and have greatly distinguished companies such as Wal-Mart and eBay from their competitors and earned them customer loyalty.

Evolution of Market Mediation from Physical Efficiency

The evolution of market mediation was driven by the need to minimize supply costs and still meet demand while at the same time reducing the production and distribution costs. Initially most companies were focussing on physical efficiency where they strived to produce enough products to meet the demand from the market based on the fact that costs associated with this approach were easy to assess as they were in the control of the company. However, recent developments in technology have largely increased the mediation costs that are the costs involved in matching the supply of products to the market demand at any particular time. This is especially true for companies in the technology industry that have uncertain demand driven by a rapidly changing environment that requires them to keep innovating or lose their market share. For technology companies such as Sun Microsystems, they faced significant problems in meeting the demand for their products given that their complete solutions consisted of many different parts from various factories within the company and from other manufacturers. Sun’s initial approach was to assemble all the components from the different factories and manufacturers at a staging facility after which they were repackaged then delivered to the client as one system, but this usually resulted in high mediation costs. Therefore, Sun has decided to partner with logistics companies so that different components are assembled at different points while enroute to the customer, which has resulted in significant savings in mediation costs. Most industries require companies to pay attention to both their physical costs and mediation costs so as to minimize costs and increase efficiency (Haug, 2013, P.631).

Focusing on Demand instead of Supply

Companies are no longer just focusing on supplying the amount of products that the market demands, but they have shifted their attention to how they can affect the nature of demand by the market so as to match the demand to their supplies. As much as companies are still focused on improving their supply capability they have realized that they can manage demand better by coordinating with the sales and marketing departments so that they can get adequate information about demand and improve the supply management process. The first concern for supply chain managers is the bullwhip effect that is usually caused by demand variability across the supply chain, which causes the demand variability to increase at all levels of the supply chain including manufacturers and suppliers. Supply chain managers in most industries are struggling with this phenomenon where the final retailer has variable demand, but the variability increases as he places orders to his suppliers who then increase the variability as they place orders with the manufacturers. Companies are now focusing on mitigating the bullwhip effect within their supply chain by improving their pricing structures, the incentives offered and by restructuring the planning and ordering processes. Many companies are also investing in better ways of acquiring demand information so that they can easily detect shifts in customer demand and adjust their supply accordingly, but in order for this to work, the supply chain should be extremely reactive to changes in demand so as to adjust supply according to updated demand information. Companies such as Japan’s 7-eleven have adopted such systems and they have reaped significant rewards such as having a stock turnover of 55 times in a year (Iyer, Srivastava, & Rawwas, 2014, p.55). Another crucial strategy is the demand-based management system where the company’s marketing efforts and their demand-management systems are integrated with the supply chain activities. This strategy reduces costs drastically and causes a significant increase in the profits earned given that the products presented to the market are fully aligned with what the company can efficiently supply. The airline industry has effectively implemented this strategy through the yield-management approach where ticket prices are constantly adjusted to match the market demand.

Evolution of Collaborative Product, Process, and Supply Chain Design

Companies are now shifting their efforts from designing their own products to minimize product costs to how they can collaborate to design products, processes and supply chains in order to minimize their costs. This new design model is known as designing for the supply chain where marketers, designers and supply chain managers collaborate in the product design process so that supply chain management issues are identified and tackled during the early stages of the design process (Cannella & Ciancimino, 2010, p.6742). This strategy is particularly viable to high-clock-speed industries where there is extremely high speed of evolution in technology and production technologies coupled with extremely short product lives. In such industries, the development of new generations of products may require drastic changes in the technology used and the suppliers used by the company, which will definitely affect the structure of the supply chain given that the location of suppliers has a significant influence on the location of production facilities and lead times. The use of technology based systems that manage vertical and horizontal collaboration within industries is the key to enhancing collaboration in product development with examples of such software including Agile Software, which is mostly used in the electronics industry and the Freeborders software that is prominent within the apparel industry (Tse, et al., 2012, p.7185). The high-end retailer Dillard’s discovered that its products reached the market much faster when it started a collaboration program with some of its suppliers when designing its private-label clothing line, which was followed by a significant reduction in the shortage of Dillard’s products in the market. Technology companies have also implemented this strategy to significant reductions in costs, such companies include Hewlett-Packard that implemented postponement effectively to store generic safety stocks and protect future product supply.

Breakthrough Business Models that Evolved from Cost Reduction

The surest way to achieve success is when companies combine new supply chain management strategies with innovative marketing strategies to create a formidable market force. Companies such as Dell and IKEA are two companies that have implemented unique marketing and supply chain strategies to dominate their respective markets and become market leaders. Dell uses a build-to-order strategy where it does not keep inventory, but rather customers specify the properties of the unique products they require through the Dell website after which the products are made and delivered to the customers. This model has worked extremely well for Dell that has dominated the personal computer industry as compared to their competitors who use the build-to-stock supply chain system (Haug, 2013, P.628). On the other hand, IKEA uses the build-to-stock supply chain system in an industry where most of their competitors use the build-to-order system that is much slower, and IKEA faster system has made them market leaders. These changes in business models usually occur as a result of more collaboration and sharing of information within the supply chain system that causes the company to make changes as they adopt go-to-market strategies only to end up with breakthrough business models that are aligned with the market demand.

Conclusions

In the analysis above, it is clear that the improvements in High St. retail logistics did not automatically create more loyal customers, but increased the efficiency of supply operations and the ease and speed of meeting customer demand. Cross-functional and cross-enterprise integration was the first strategy to significantly benefit the customer who gained easy access to products from both large and small manufacturers and the increased coordination between companies must have led to better quality products for the customers. Market mediation also impacted the customer positively because as the companies minimized their mediation and physical costs the benefits eventually trickled down to the customer who was now paying less for the same products than he was paying in the past. The reduced mediation costs were also quite significant to the manufacturers who now had extra revenue to invest in further supply chain strategies and realize further reductions in costs. By focusing on the demand as opposed to focusing solely on supply, companies were able to predict customer demand much better in their forecasts and means that customers benefitted greatly because now there were less product shortages and the products they needed were always available in the market (Strozzi, Noè, & Zaldívar, 2012, p.2048). Companies also benefited from focusing on demand by mitigating the bullwhip effect and getting better demand information that drastically reduced mediation costs. The increased collaboration between companies in the design of new products greatly benefited the customers who were able to get new generations of products in time and companies also benefitted from postponement that significantly increased their profits. Lastly, the breakthrough business models implemented by companies ensured that customers got the exact products that they preferred tailored to their specifications and the companies became market leaders in their respective industries.

Recommendations

My topmost recommendation for these companies in future is that they should develop products tailored to specific groups of customers with unique needs or even start tailoring some of their products to individual customers. More companies should implement customer interface systems such as the one implemented by Dell where they can interact with their customers and address their unique needs. Companies should also integrate their Customer Relationship Management systems (CRMs) with their supply chain management systems so that they can offer customers with unique products specifically tailored to their needs. The future for these companies lies in collaborating more with suppliers and designers in their efforts to bring more tailored offerings to their customers.

Major benefits of IT systems

The major benefits of IT systems are weaved throughout the whole report. They are:

  1. Dell and Wal-Mart used IT systems to integrate their vendor management systems to become market leaders in their respective industries (cross-functional integration). EBay uses IT systems for effective cross-enterprise integration.
  2. Companies such as Japan’s 7-eleven have adopted IT systems that allow them to collect data about supply and customer demand and they have reaped significant rewards such as having a stock turnover of 55 times in a year (focusing on demand not supply). Airlines also use similar IT systems to regulate ticket prices.
  3. Companies in the electronics industry use IT systems such as Agile Software to facilitate horizontal and vertical collaboration, while those in the textile industry use Freeborders.
  4. Dell uses an IT system, its website, as a revolutionary marketing tool to tailor products to customers’ expectations.
References

Cannella S. & Ciancimino, E., 2010, ‘On the Bullwhip Avoidance Phase: supply chain collaboration and order smoothing.’ International Journal of Production Research, 48(22), 6739-6776.

Chan, F. T.S. & Prakash, A. 2012, ‘Inventory management in a lateral collaborative manufacturing supply chain: a simulation study.’ International Journal of Production Research, 50(16), 4670-4685.

Haug, A., 2013, ‘Improving the design phase through inter-organisational product knowledge models.’ International Journal of Production Research, 51(2), 626-639.

Iyer, K. N. S.. Srivastava, P. & Rawwas, MY. A., 2014, ‘Aligning Supply Chain Relational Strategy with the Market Environment: Implications for Operational Performance.’ Journal of Marketing Theory & Practice, 22(1), 53-72.

Lichocik, G. & Sadowski, A., 2013, ‘Efficiency of supply chain management: strategic and operational approach.’ LogForum, 9(2), 119-125.

Strozzi, F., Noè, C., & Zaldívar, J., 2012, ‘Divergence control of a one-level supply chain replenishment rule.’ International Journal of Production Research, 50(7), 2046-2057.

Trentin, A., 2011, ‘Third-party logistics providers offering form postponement services: value propositions and organisational approaches.’ International Journal of Production Research, 49(6), 1685-1712.

Tse, Y.K.et al., 2012, ‘Improving postponement operation in warehouse: an intelligent pick-and-pack decision-support system.’ International Journal of Production Research, 50(24), 7181-7197.

Bibliography

Simangunsong, E. Hendry, L.C. & Stevenson, M. 2012, ‘Supply-chain uncertainty: a review and theoretical foundation for future research.International Journal of Production Research, 50(16), 4493-4523.

Das, K., 2012, ‘Integrating reverse logistics into the strategic planning of a supply chain.’ International Journal of Production Research, 50(5), 1438-1456.

APPENDICES

Wal-Mart Sales growth due to improvements in logistics and supply management

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Sustainable Management Futures

Sustainable Management Futures
Sustainable Management Futures

Sustainable Management Futures

Choose 2 of the 4 scenario/task combinations to answer
Answer with 1500 words for each (3000 in total)
Each or your two chosen scenario/task combinations are worth 50% of the total mark
Key word – Evaluate: This is designed to test your reasoning of cause and effect. You need to offer structured and coherent explanations

Your assignment must follow these formatting requirements:

  • Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
  • Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.

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Management Project Term Paper Available

Management Project
Management Project

Management Project

Decision Making After gathering information from journals, websites, case-studies and textbooks apply decision-making techniques to the decision of opening a new plant in the USA to serve North-American customers.

You should communicate your decision-making process to senior management and explain the rationale of your decision.

Please refer to page 5 of this assessment booklet for individual module learning outcomes relevant to this assessment.

Supply Chain Management
Based upon your decision to expand into North America or maintain existing manufacturing facilities consider the following:
• What impact will your decision have on the supply chain of JLR?
• How greater levels of efficiency can be obtained in existing or new facilities in regards to production.
• Why supplier relationships would be considered important.
• Discussions around the importance of quality.
Please refer to page 5 of this assessment booklet for individual module learning outcomes relevant to this assessment.

E-Commerce
Regardless of whether or not you have decided to extend JLR operations to the US market;
Analyse the possible uses and applications of EC that may be open to JLR as they begin a new venture. Your answer should:
• Discuss how and why JLR could benefit from implementing a B2B EC strategy?
• Discuss potential opportunities that may exist in the online retailing environment for JLR as well as any challenges they may face whilst pursuing an
online retailing strategy?
• Analyse current consumer behaviour in relation to JLR and their products and discuss how JLR could satisfy consumer preferences within the EC world?
• Discuss the difficulties posed by fraud in the EC world and potential measures that JLR may take to over come them?
Please refer to page 5 of this assessment booklet for individual module learning outcomes relevant to this assessment.

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Developing Strategic Management and Leadership Skills

Developing Strategic Management and Leadership Skills This assignment comes with both report and a power point presentation.

Developing Strategic Management and Leadership Skills
Developing Strategic Management and Leadership Skills

I will be attaching the assignment brief and an additional help guide file. Please ensure that some or all the resources listed on the assignment brief are used and also included in the resources and references to be used for this
coursework. this order includes combo of 10 power point slides. Most companies have leaders with the strong operational skills needed to maintain the status quo. But they face a critical deficit: They lack people in positions of power with the know-how, experience, and confidence required to tackle what management scientists call “wicked problems.”

GDM Dietary Self Management Principles

GDM Dietary Self Management Principles my reference list has to be current which has to be before 2010 and do the reference list APA style
please read the general article and answer the questions accurately and clearly. i would just like to inform you that the last assignment you did wasn’t very
good so please do follow the instructions and read the journal article thoroughly and answer the questions below
QUESTIONS ARE AS FOLLOWS
these are the questions which have to be answered based on the general article
1. Background of the study (Total: 5 marks)
1.1 Briefly describe the health issue of the study focused?
1.2 What is the significance of the study?
2. Overview of research design (Total: 5 marks)
2.1 What was the aim of the research?
2.2 What research design did the researchers use? Was it appropriate? Why/why not?
3. Sampling (Total: 10 marks)
3.1 Who were the study participants?
3.2 What are the inclusion and exclusion criteria of the sample? Why is it important to have these criteria identified before recruitment?
3.3 What sampling technique was employed in this study? Was the sampling technique appropriate for the research design? Why/why not?
3.4 How was the sample size determined? Was it appropriate and why?
4. Data collection (Total: 10 marks)
4.1 How was the data collected?
4.2 Was the data collection method appropriate for the study question and the research design? Why/why not?
4.3 What measures were or were not taken to ensure rigour?
5. Data analysis/findings (Total: 10 marks)
5.1 Identify and describe the data analysis? Was it appropriate? Why/why not?
5.2 What were the findings?
5.3 Can the study findings be used in other settings? Why/why not?
6. Evidence utilization (Total: 5 marks)
Would you implement the findings of this study in clinical practice? Why/why not?
7. Presentation (Total: 5 marks)
7.1 Referencing in-text and in reference list conforms to APA referencing style
7.2 Critique support by relevant literature using at least 3 recent academic references published from 2009
7.3 Correct sentence, paragraph, grammatical construction, spelling, punctuation and presentation
THIS IS THE ARTICLE
Women’s experiences of factors that facilitate or
inhibit gestational diabetes self-management
Mary Carolan1*, Gurjeet K Gill2 and Cheryl Steele3
Abstract
Background: Gestational diabetes rates have increased dramatically in the past two decades and this pattern of
increase appears to relate primarily to the obesity epidemic, older maternal age and migration from world areas of
high GDM risk. Women from disadvantaged and migrant backgrounds are most at risk of developing and of
mismanaging this condition. The aim of the study was to explore the factors that facilitated or inhibited gestational
diabetes self-management among women in a socially deprived area.
Methods: Fifteen pregnant women, with a diagnosis of gestational diabetes, were purposively recruited for this
study. Qualitative semi structured interviews and 1 focus group were conducted when participants were
approximately 28–38 weeks gestation. The study’s theoretical framework was based on interpretative
phenomenology and data was analysed using a thematic analysis approach.
Results: Women in this study identified a number of factors that complicated their task of GDM self-management.
Barriers included: (1) time pressures; (2) physical constraints; (3) social constraints; (4) limited comprehension of
requirements, and (5) insulin as an easier option. Factors facilitating GDM self-management included: thinking about
the baby and psychological support from partners and families.
Conclusion: Women from low socio economic and migrant backgrounds often struggle to comprehend GDM
self-management requirements. To improve adherence to management plans, these women require educational
and supportive services that are culturally appropriate and aimed at a low level of literacy.
Keywords: Gestational diabetes, Disadvantaged, Barriers, Self-management
Background
Gestational Diabetes Mellitus (GDM), or glucose intolerance
that first presents in pregnancy, affects approximately
12,000 pregnant women in Australia annually [1].
This figure represents approximately 4.5-5.0% of all
births, although specific groups are at greater risk of
developing this disorder [1]. GDM rates have increased
dramatically in the past twenty years [2-4] and this pattern
of increase appears to relate primarily to the obesity
epidemic [5], increasing maternal age [4,6], and migration
from high risk areas, such as South East Asia [7]. In
Australia, highest rates of GDM are reported among
women born in Polynesia, Asia, South Asia (Indian subcontinent)
and the Middle East. These populations are
at least three times more likely to develop GDM
compared to locally-born women [1,8]. Factors such as
low socio-economic status and concomitant levels of
obesity compound the risk of developing GDM [4].
GDM impacts on the health of both mothers and
infants, and gives rise to higher rates of maternal hypertension
and pre-eclampsia [9] increased intervention in
birth, such as caesarean section [10] and later development
of type 2 diabetes [11]. This risk is substantial and
women who have had GDM in pregnancy, are at least 6
times more likely to develop type 2 diabetes during their
lifetime [11,12]. Gestational diabetes also exposes the
fetus to hyperglycemia, which stimulates an increase in
fetal insulin and an increased rate of fetal fat storage
[6,13]. These two factors in turn predispose the fetus to
future obesity and type 2 diabetes. More immediately,
the infants of mothers with GDM are more likely to be
stillborn [14] or to suffer a range of perinatal morbidities
such as birth injuries [15], macrosomia, hypoglycaemia
and respiratory problems [10,16]. These morbidities result
in higher rates of neonatal nursery admission [16].
Overall, the evidence suggests that women from disadvantaged
and migrant communities are the most at risk of
both developing GDM [4,17,18] and of misunderstanding
and mismanaging the condition [19,20]. Risks of GDM
complications are highest for these groups [4,21].
First-line management of GDM involves a complicated
self-care regimen of regular blood glucose level (BGL)
testing, and dietary adjustment based on the woman’s
BGLs. An increase in exercise is also encouraged in a
bid to boost the woman’s metabolism [22]. The overall
aim of treatment is to maintain BGLs within recommended
ranges [22] and this is achieved primarily by reducing
energy intake by replacing calorie dense foods
with healthier choices [23]. This approach of dietary and
exercise adjustment is suitable for approximately 65–90%
of women diagnosed with GDM [24-26]. Women with
more severe hyperglycaemia and those who are unable to
achieve glycaemic goals with diet and exercise require insulin
to control their GDM [27]. High levels of insulin administration
are a concern however, as women who
require insulin to control their GDM are considered to be
at higher risk of developing type 2 diabetes in the future
[28-30].
In light of these serious implications, for morbidity
among both mothers and infants, it is critical that
women with GDM are supported to take on the tasks of
self-management. This study builds on earlier research
which found that knowledge of GDM, food values and
GDM management plans was deficient among women
in this region [19,20]. This situation of poorer comprehension
seemed to relate principally to lower socio economic
status, poorer levels of maternal education and
lower health literacy (the ability to read and comprehend
health related material, such as food labels). The current
study sought specifically to understand the factors that
facilitated or inhibited women’s understanding and adherence
to GDM dietary self-management principles. It
was intended as the initial step in the development of an
educational and self-management program, aimed specifically
at supporting women, with GDM, from disadvantaged
and migrant backgrounds.
Methods
A qualitative approach was chosen to address the complex
issues of GDM self-management. This approach
was informed by Interpretative Phenomenological Analysis
(IPA), as endorsed by Smith and Osborn [31] and
Chan et al. [32]. Interpretative phenomenology aims to
explore participants’ lived experience of events in order
to understand how they make sense of their personal
and social worlds (p. 3, 31). The main emphasis is on
the exploration of personal experience as the individual
narrates his/her account and appraises events [31,32].
This narrative approach also draws on the philosopher
Kierkegaard’s [33] insights into the discourses that
underpin the lived experience of the narrator in certain
situations. Kierkegaard believed that the individual’s
stories offered an opportunity for others to see what the
storyteller noticed, and to become aware of the particular
emphasis he/she accorded to events, including the
items that were a concern for him/her [33]. This approach
is considered appropriate in this study as it may
help uncover the particular concerns and difficulties participants
encountered, when self-managing their GDM.
The approach is also consistent with an appreciation of
the individual woman, which was an important consideration
for this study.
Semi structured interviews and one focus group were
conducted using a pre-determined set of questions, as
below. These questions were intended to loosely guide
the interview. A parallel paper, from this study, has
reported on the women’s experiences of GDM [34]. This
paper reports on the factors that facilitated or hindered
the women’s GDM self-management. The study was
approved by the Western Health Ethics Committee
(Sunshine Hospital). Written consent was obtained prior
to interviews and focus group. Pseudonyms were used
throughout to ensure the women’s anonymity.
Questions for interview
1. Can you tell me a little about your experience of
Gestational Diabetes?
2. Can you tell me a little about the information you
received?
3. What other information would you have liked?
4. What made it difficult for you to manage your
gestational diabetes?
5. What made it easy for you to manage your
gestational diabetes?
6. What management strategies (ways of dealing with
your diabetes) worked for you?
7. What advice would you give to someone who was
newly diagnosed with GDM
8. What information do you know now, that would
have been helpful at the beginning?
Sample and recruitment
Participants were recruited purposively from a Pregnancy
Diabetes Clinic in the Western Region of Melbourne. This
clinic serves a socially disadvantaged area with a large
multi-ethnic population. Women in this area present with
increased risk factors for developing GDM and for poorer
GDM self-management, such as low socio-economic status
[4,35,36], obesity and poor diet [37], sedentary lifestyle [37],
ethnic minority status [4,8] and lower health literacy [19].

Women who met the following inclusion criteria, were
invited to participate: pregnant; diagnosis of GDM; able
to speak conversational English; singleton pregnancy
with no known serious abnormalities. Access to women
was facilitated by the diabetes educator, who coordinates
the women’s care at the clinic. GDM testing of
participants was consistent with Australasian Diabetes in
Pregnancy Society (ADIPS) GDM diagnostic criteria
[38], using the 75-g 1 h glucose challenge test (GCT)
followed by the 75-g 3 h oral glucose tolerance test
(OGTT), if the GCT is positive. A universal approach to
screening was employed, as is usual in Australia [4]. Participants
were recruited after they had attended for
GDM education and had a minimum of 3 weeks experience
of self-managing their condition.
In all, 30 women who met the inclusion criteria, and
who indicated an interest in the study, were approached.
Of this number, 20 women agreed to participate in the
study. However, 5 women were unavailable on the day of
interview and the most common reason for declining to
participate at this stage, was ‘too busy preparing for
baby’. A total of 15 women participated in the study
Data collection and analysis
Data were collected during audio-recorded focus group
and interviews. Participants were offered three choices
for participation: (1) focus group in a room adjacent to
the clinic, (2) individual interview by phone, (3) face to
face interview at a venue of their choice. One focus
group discussion was conducted involving 4 women, 10
interviews were conducted by phone and the final interview
was conducted at the woman’s home. Although the
use of focus groups within phenomenological methods is
contested [39,40] the most frequent objection is based
on the belief that the ‘essence’ of a phenomenon is best
explored by individuals who must describe their experience,
without interference [39]. However, others argue
that focus groups may permit a detailed examination
and interpretation of events by allowing participants to
share their experiences and engage in a joint sense making
endeavour with the focus group facilitator and other
participants [41,42]. The use of focus groups in phenomenology
is additionally common in nursing and health
studies and is generally justified on the premise that participants
who share certain features, can relate to each
others comments and share experiences to come to a
deeper understanding of the phenomenon [43-45]. We
would argue that the use of the focus group, as in this
study, added to the data in a similar way, and enhanced
rather that inhibited the women’s exploration of their
experiences.
Data were analysed using Burnard’s [46] method. The
following steps were employed:
_ Interview and focus group data were transcribed to
facilitate initial familiarisation with the content
_ Audio-tapes were listened to and transcripts were
read several times which allowed for an initial
identification of themes. This step involved memowriting
and commentary on content
_ Units of meaning (themes) and values were sought.
This involved a transformation of memos and notes
into themes
_ Data was classified under broad headings, which
involved a clustering of emergent themes and ideas
_ Reliability of analysis was addressed by asking a coresearcher
to independently generate a theme list
_ Headings were amended and collapsed as data
analysis progressed. This involved a stage of higher
abstraction and themes were collapsed and refined
as meanings became clearer.
_ Emergent understandings were tested against the data,
which involved returning to the transcripts to confirm
that the interpretations were true to the data
_ Alternate explanations were sought
Results
Participants came from the following self-identified ethnic
backgrounds: Caucasian (n = 5), Indian (n = 4), Vietnamese
(n = 2), Arabic (n = 1), Chinese (n = 1), Cambodian (n = 1),
Filipino (n = 1). Additional demographic characteristics are
presented in Table 1. These groups are also similar to the
largest groups to give birth in Victoria, Australia [47]. Most
women (73%) were aged between 30–39 years, with an agerange
of 23–40 years. Educational level was lower than the
Australian population average, and the majority of women
reported High School (Secondary) level (73%), as their
highest academic achievement. Four women (27%) reported
a non-school qualification, which included 3 women
(20%) with a university degree. This figure is lower than the
Australian population average of 59% non-school qualification,
which includes approximately 25% university degree
[48]. Parity varied, although the majority (9 women) were
primiparous (60%), one third of participants (5 women)
were expecting their second baby (33%) and the final participant
was expecting her fifth baby. Eleven women (73%)
were dealing with GDM for the first time (see Table 1).
Themes
Women in this study identified a number of factors that
assisted or made their task of GDM self-management
more difficult. These factors are considered separately
under barriers and facilitators of GDM self-management.
In this first section, barriers are discussed. The following
five themes emerged as barriers: (1) time pressures; (2)
physical constraints; (3) social constraints; (4) limited comprehension
of requirements, and (5) insulin was an easier
option. These themes are illustrated in Figure 1 below:

Table 1 Demographic characteristics of participants
Women’s pseudonyms Age Highest education level Occupation Gravida Ethnicity
1. Lili 34 yrs University Financial manager 2 Caucasian
2. Loan 38 yrs High school Bank teller 1 Vietnamese
3. Rita 31 yrs High school Looking for work 2 Caucasian
4. Tran 30 yrs High school Office worker 1 Vietnamese
5. Xioquan 29 yrs High school Casino croupier 1 Chinese
6. Prani 30 yrs High school Carer 1 Indian
7. Flora 32 yrs High school Office worker 1 Filipino
8. Leanne 38 yrs High school Receptionist 2 Caucasian
9. Kate 32 yrs University Nurse 2 Caucasian
10. Margaret 23 yrs High school Stay at home mother 2 Caucasian
11. Suji 24 yrs High school Factory worker 1 Cambodian
12. Leni 34 yrs University Nurse 1 Indian
13. Gurtha 34 yrs Technical college Husband’s business 1 Indian
14. Fatima 40 yrs High school Stay at home mother 5 Arabic
15. Pina 34 yrs High School Not working 1 Indian
Barriers to GDM self-management
Theme 1: Time pressures
Participants discussed, at length, the difficulties they
encountered when learning to self manage their GDM.
Time pressure was identified as possibly the greatest
challenge the women faced. This included limited time
to understand and make sense of their GDM diagnosis,
together with a sense of urgency to effect immediate
blood glucose control by adopting the advised dietary regime.
Two sub-themes were identified: the urgency of
immediate change and finding time for everything.
The urgency of immediate change
Most women described a time of shock and confusion as
they came to terms with their diagnosis of GDM. This
stage was made all the more difficult because of the
immediate and quite dramatic dietary change required.
Such urgency left participants with what Lili describes as
no time to think it through. Generally, it took some time
for women to make sense of what was required and to
understand the seriousness of their condition. Tran
describes her experience:
First week, I mean they told me which foods to avoid
and so forth, but again that was very limited. I wasn’t
eating very much anyway during my pregnancy . . .
quite a few scores [BGL values] were over what they
suggested. I hadn’t really looked after what I had been
eating. . .I really wasn’t trying that first week I guess . . .
I didn’t think it would affect the sugar levels so much. . .
She (diabetes educator) thought it was very bad. . . They
suggested insulin after that first week and I didn’t want
that at all. I did try to explain, “. . . I understand why
they are high.” I need another chance. . . Tran
Finding time for everything
Finding time for everything was identified as a major
challenge for most women. This difficulty related to the
busyness of the women’s lives as they juggled work,
household chores and family obligations. There were
two elements to this sub-theme: dietary self-management
and additional requirements. Dietary self-management, in
particular, represented an enormous time challenge to
women, requiring time to learn about food values in order
to create nutritious and appealing meals. For some
women, like Leanne, this meant learning to cook, for the
first time:
Like where do you find the time. . . having to go from
being able to buy foods (ready cooked) and having to
actually think about it, prepare it and cook healthy
food. Yeah, lots of processed food (previously). . .
That’s my biggest change, probably, going from never
cooking. Leanne
Most women felt they needed some time to adjust to
their new eating regime, and initially, it was difficult to
even remember the GDM self-management tasks
required. Kate explains:
Because I do shift work, I’ve found I’ve had to
make a really strict monitoring sort of system. So
I set alarms on my phone every time I have
something to eat, so I remember to do the two
hours afterwards [BGL], otherwise I’ll just forget.
And I set a final alarm to go off before I go to
bed so that I can remember to take the night time
[insulin]. . .Kate
Having GDM meant additional requirements such as
extra clinic visits to specialists and dieticians. Very often
appointments could not be arranged for the woman’s
convenience:
Sometimes . . . I have to actually go back there [clinic]
twice a week, I think the dieticians only, you can only
book them on a Friday. . .but the obstetrician, only
. . .on a Monday. . . so that is hard with work. . . Flora
Participants also identified finding time to exercise as
a particular difficulty, although additional exercise was
recommended as part of their diabetes self-management
plans. Leanne explains:
. . . the doctor said to walk for an hour after meals. I
mean, I start (work) at seven and finish at three and
then I’ve got to pick my daughter up from school.
Trying to fit that in, it’s just . . . I think, well, God, I’ll
be dead by the time I get back, you know? . . . Leanne
Theme 2: Physical constraints
The second theme, physical constraints, contains the
common explanations offered by women who felt unable
to meet with the exercise guidelines of their selfmanagement
program. The most common reason
offered by women who felt unable to undertake regular
walking exercise, as advised by the diabetes educator
and midwife, was pain. This pain most often manifested
as pelvic (symphysis pubis) pain or backache. Tran
describes her difficulty:
Because I have had pelvic pain, I haven’t been able to
move a lot. And I have been quite ill. . . Tran
Theme 3: Social constraints
The third theme explores the social constraints identified
by participants as creating difficulties for them when
self-managing their GDM. There were three sub-themes:
disruption to the family, finding the balance, and social
events/festivities.
Disruption to the family The first sub-theme encompasses
the day-to-day difficulties of having to comply
with GDM meal guidelines. Women discuss preparing
separate meals for themselves or altering family meals
to meet with GDM guidelines. This frequently resulted
in a disruption to the family and an additional cost to
the family budget.
We had three different dinners every night. . . I could
have eaten the same thing without the carbs. . . but so
boring. . . I made the choice. . . and you may not have
the budget to buy crazy expensive things. . . but you
have to expect a little bit more. . . maybe buying organic,
interesting vegetables. Do something nice with it, you
know, just make mealtimes feel nice. . . Lili
Finding the balance The second sub-theme illustrates
the difficulties participants faced when surrounded by
tempting foods at home, or when going to restaurants or
visiting family and friends. Although participants were
appreciative when family and friends supported them by
not having high calorie/high sugar content foods around,
they equally did not expect others to entirely change
their dietary habits to accommodate the woman’s GDM
diet. Xioquan and Suji speak of the difficulties they faced
at home:
Because I live with my parents-in-law. . . Sometimes
there is some chocolate or ice cream, sponge cake in
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the fridge. It is just so hard for me to not touch
them. . .a lot of temptations. . . Xioquan
I don’t cook the food. . . it is bad to say I won’t eat
(the food that her mother-in-law cooks). . . rice. . . she
says it is healthy for the baby. . . Suji
While Loan found social outings to restaurants, particularly
difficult:
Whenever I go to a restaurant with friends that’s the
worst case. . . and especially having the desserts
there. . . But once you go out, like, once a week you
want to eat. . .Loan
Most women describe having small amounts of proffered
foods when visiting family and friends. This approach
was used so as not to cause offense or difficulty
for others, while at the same time trying to adhere to
dietary guidelines. Rita explains:
The other week I had a small bowl of pasta. . . my
sugars were very high then. . . .Because when I’m
eating with my Mum. . . it’s like you can’t expect
everybody to change everything. . . Rita
Festivities and social functions The third sub-theme
overviews particular social constraints around special
occasions such as religious festivals. Most of these events
are accompanied by the provision of high calorie celebratory
foods, which are prohibited on GDM selfmanagement
plans. Although women are not obliged to
eat these foods, food is a large part of the celebration
and women felt they missed out when unable to participate
in the celebratory meal. Leni explains:
I’m myself Indian and we have lot of Indian sweets
and that sort of thing. When I didn’t know that I was
diabetic I was eating sweets as well, like Indian proper
sweets. And just the religious festivals and eating
certain foods, but now I’ve stopped that as well.
Actually it’s not compulsory. It’s up to you if you want
to eat it or not. You just feel a bit out of things. . .
Leni
Theme 4 Limited comprehension
Theme 4, limited comprehension, explores the participants’
confusion and doubt about dietary self-management,
especially in the early days following GDM
diagnosis. Two sub-themes were identified: limited
understanding of GDM, and limited understanding of
GDM self-management requirements.
Limited understanding of GDM In this sub-theme,
participants expressed their confusion and lack of
knowledge of GDM. This included a limited understanding
of the importance of blood glucose control and dietary
self-management. Here, Prani expresses her
uncertainty, almost ten weeks after GDM diagnosis:
They didn’t tell me what’s the side effects for the
baby. They just told me, “You’ve got diabetes, you’d
better control with this and that.” But they didn’t tell
me, like, what are the side effects for having sugar
levels up. . . like why it’s really important to monitor
your sugar levels. . . Prani
Limited understanding of GDM self-management
requirements Participants struggled to make sense of
what they needed to do in order to maintain their blood
glucose within the recommended range. This confusion
was exacerbated by a limited amount of consistent information
to guide their self-management efforts. Women
described getting general dietary guidelines but insufficient
information on ‘how to’ effect the necessary changes. This
made the task more difficult and time consuming. Lili
explains:
You get a list of food but no instructions. . . you don’t
know “if I eat a smaller potato is that okay?” And then
you follow it (the diet) through the pregnancy. . . .You
would like to say, “Follow this diet, you’ll be fine, off
you go.” It isn’t like that, so a greater effort is needed,
and encouragement, and just well, time. . . you really
have to work it out yourself. . . Lili
This difficulty was compounded by insufficient information
about different foods and ingredients, and this
was particularly the case for women who didn’t follow a
Western diet. Tran explains:
I did get appointments where I got some information.
But I found it more outside of those appointments. I
mean it was helpful, but it wasn’t really in depth. Well
like the food for instance, it wasn’t a very extensive
list of what you could eat, it was very limited and
most of the food I eat wasn’t on it. . . Tran
The information needs of women, in this study, varied
and although many women felt the information
they received was insufficient to help them manage
their GDM successfully, others were happy with the
depth of information they received while a small
number of women felt that they received too much
information:
Well the information they gave me was very basic
so I looked up a lot on the internet and worked it
out myself really. . .Tran
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They give me a chart, like you can use these things
[food] and you have to avoid these things. Exercise.
They told me to do it at least 15 min exercise at the
morning and evening. When I went to them they just
give me information about how to control the diet.
They told me everything. . . Gurtha
No at hospital they give me too much information
about diabetes (indicates feeling overwhelmed). . . Pina
Theme 5 Insulin as an easier option
Theme 5 explores the women’s commonly expressed belief
that the use of insulin was an easier option, rather
than dietary and exercise self-regulation alone. Women
who struggled to adhere to the dietary regime were
happy to commence on insulin as they felt it made their
task more achievable. None of the women on insulin
expressed any concern about long-term implications of
insulin use and were mostly happy to accept it as a solution
to the current situation.
Yeah, it’s painful, I have to say, but it really works. I have
to say that is a good thing. Because it’s easier to help me
manage my diet and control my sugar level. . . Yeah, the
drugs (insulin) can help my condition . . .it was so hard
to deal with cravings. . . Xioquan
Facilitators for GDM self-management
Factors identified as motivating and encouraging adherence
to GDM self-management regimes included thinking
about the baby, support from a variety of sources
and realising that GDM self-management was in the
woman’s hands. These three themes; (A) the baby, (B)
support, and (C) realisation, are illustrated in Figure 2
below.
Theme A the baby
Women in this study had a powerful interest in maximising
fetal health and this desire motivated them to
avoid prohibited food items and to adhere to the GDM
self-management regime, as closely as possible. Participants
described being willing to do whatever they were required
to do, in the baby’s best interests. Most understood clearly
that GDM could impact negatively on the baby’s health.
Xioquan explains:
It will affect your baby, so you have to do the right
thing by the baby. I do have the temptation. But those
times I control and I eat well for my baby because I
be there for the baby. . . I do just monitor what I eat
and, you know, more exercise definitely than before. . .
Xioquan
Although participants were uniformly concerned about
the baby’s welfare, and equally prepared to act in the
baby’s best interests, their understanding of how diet
and exercise would improve the baby’s health was sometimes
a little sketchy:
Just cooking healthy food. . . and just walking, yeah,
that makes the baby stronger. . .Fatima
Some women were additionally motivated by a strong
desire to right earlier behaviours such as overeating and
eating unhealthy foods. These women aimed to redress
the balance in favour of the baby. Lili explains:
I was very determined to make sure I could do
absolutely anything within my power to not allow any,
something to happen to the baby. I knew I had
brought it on myself by being overweight. . .I felt very
responsible. . .Lili
Theme B support
Participants unanimously identified psychological support
as very important in helping and encouraging them
to master the everyday tasks of GDM self-management.
This support had the effect of making the woman feel
less isolated in her undertaking. Margaret explains:
Well I think I could, I probably could do it on my
own but having that support base, having som
kind of do it with you . . . makes you feel you’re not
alone doing it. . .Margaret
Support came from two key sources, the woman’s family
and from health professionals such as dieticians, midwives,
doctors and diabetic educators. Husbands and partners
provided the most support and supported the women in
terms of accompanying them on walks for exercise and encouraging
them to adhere to the GDM diet as well as providing
encouragement and emotional support when the
woman was learning to take blood glucose levels and administer
insulin. Several husbands/partners ate the same
food, thus avoiding the need for the woman to cook separate
meals. Some examples follow:
My husband, he was telling that I maybe . . . shouldn’t
have that much [to eat], during the yum cha. . . .
Xioquan
I was a bit fed up and upset with myself. My husband
was very supportive. . . he helped me get over things
like the finger pricks. . . he did his own one day just to
show it wasn’t a big deal. . . Lili
He (husband) he’s fond of sweet. – now he eats, but
not as much as before. He always – like, he try to
control, as well. . . he won’t eat it in front of me. . .
‘cause whenever he, like, have sweet or other things, I
want to eat. . .Gurtha
The woman’s mother or sisters were also a valuable
source of support and encouragement, and mostly provided
help in terms of advice about appropriate foods and ways
of cooking food to reduce calorie content. Prani explains:
Yeah, especially my mother. . . she’s very worried
about me, so she usually call(s) every day (from India).
To find out, like, I’m okay. Don’t eat this. Don’t eat
this. . . and she always try to give me some home
recipes, so that I get through my diabetes. . . Prani
The second source of support was from health professionals,
and this support was rated by the women as valuable,
but as less important than family support. Educational
support that improved the women’s comprehension and
sense-making endeavours were valued most. Lili and Xioquan
explain:
The first pregnancy I had a lady (educator) that was
really excellent, very understanding, very approachable.
She would listen to my concerns and we had a
conversation rather than just a one-way flow of
information. And so I had a very positive experience
with her. . . Lili
The diabetes educator is really friendly. . .she
explained things very like, in a very good way Yes, yes
and – like, she did a demo in front of me, how to
inject yourself. It was really scary first time. . .
Xioquan
Theme C realisation
Women in this study described a stage of realising that
they were responsible for their own care and that, other
than the support that they harnessed from a variety of
sources, essentially they had to do the work of GDM
self-management alone. Two sub-themes were identified:
realising I had to do it myself, and an opportunity to
prevent type 2 diabetes.
Realising I had to do it myself This sub-theme encompasses
the women’s realisation that, although they could
draw on family and health professionals for emotional
and practical support, and also request assistance to develop
management strategies, essentially the task of selfmanagement
fell to the individual woman. Leni and Lili
explain:
‘Yeah, well you just have to do it yourself. . .you have
to take it on. . . if you have it (GDM) you have it, you
can’t do anything else’. . . Leni
I realised it was up to me. . .no one else. . . there was
no point in cheating. . . I would be just cheating
myself. . . Lili
An opportunity to prevent type 2 diabetes The second
sub-theme explores the women’s realisation that their
GDM diagnosis offered them an opportunity to put in
place strategies to prevent future type 2 diabetes. This
realisation motivated the women to adhere to GDM
management guidelines. Leanne’s account is typical:
It’s good to learn about it, otherwise the way I was
going, definitely I would have diabetes 2. I didn’t
know about it but now I can control myself and
. . .Yeah, because the way I’m not having anything, I
was having heaps of sugars every day . . .Leanne
Discussion
This study aimed to explore the factors that facilitated
or hindered GDM self-management among a group of
women attending for pregnancy care in a low socioeconomic
setting. Findings suggest that women encountered
a number of barriers in their quest to self-manage
their condition. This included difficulty comprehending
the urgency of immediate diet control. Most women
spoke of the challenge of implementing a complex regimen
of blood testing and dietary manipulation, within a
very short time frame, while they were still coming to
terms with the shock of diagnosis. Many reported commencing
on insulin within 1–2 weeks of GDM diagnosis,
and some women felt they would have mastered the
requisite GDM self-management behaviours in a more
generous time frame. This urgency of immediate treatment
of maternal hyperglycaemia is echoed in the literature,
where an immediate reduction of maternal blood
glucose is recommended in order to minimize adverse
pregnancy outcomes [13,49]. Moreover, recent studies
also indicate that maternal hyperglycaemia, at lower
levels that those previously recognised, has a detrimental
effect on fetal welfare [25] and this finding has further
increased pressure on health professionals to effect an immediate
reduction in maternal blood glucose levels [13].
Participants in this study, found dietary self-management
difficult, related to the time required to learn food values,
and to cook healthy food. Social factors such as eating with
family and friends also contributed to the dilemmas
women faced, while a lack of clear guidelines was identified
as hindering the process of diet control. Only two study
participants succeeded in self-managing their GDM without
insulin and both women, identified personal character
strengths and determination as assisting them to master
the necessary skills and behaviours. This very low rate of
non-insulin use was a surprising finding, particularly as
women were recruited on a first come basis rather than on
the basis of management regimens. However, further explication
of this finding is beyond the scope of this qualitative
study of women’s experience and future quantitative evaluation
is recommended. The finding may be incidental,
however, it is consistent with generally higher use of insulin
at the clinic where limited maternal education and
understanding are thought to impact on poorer dietary
adherence and higher rates of hyperglycaemia [19,20].
Whatever the reasons, rates of dietary self-management
alone were considerably lower, among study participants
than the recommended 65–90% of women discussed in
the literature [24-26]. This feature may also reflect limited
appropriate, culturally based educational resources for
women in this area.
In general, dietary self-management is recognised as
challenging [50,51] and as requiring motivation, understanding
of food values and of the amount to eat [22].
This knowledge and motivation may have been deficient
in our population due to their social circumstances and
may have also been affected by cultural beliefs about
particular foods, such as rice. Many participants struggled
to believe that traditional foods such as rice could be considered
‘bad’ food, in terms of excess calories, related to
portion sizes. Parallel findings present in the literature and
dietary change is recognized as difficult to achieve, particularly
among low socio-economic and migrant groups
[52,53]. Such difficulties relate to cultural mores, views
about traditional foods and a lack of appropriate food
alternatives [50,51,53,54]. Many participants in our
study were hesitant to change their diet, while at the
same time they were willing to eat less in order to
avoid hyperglycaemia. Parallel findings present in the
literature, and participants in Rhoads-Baeza and Reis’
study among low income Latino women with GDM,
were also reluctant to change from their traditional
consumption of fatty meats to healthier alternatives
[53]. On the other hand, Bandyopadhyay et al. [54] who
studied South Asian women with GDM in Australia,
found that participants predominantly changed to the
recommended diet, but were nonetheless unhappy
about the type and quantity of food allowed, and complained
of always feeling hungry.
One surprising factor in this study, was the frequency
with which women identified the use of insulin as an
easier option, rather than dietary control alone. This
finding is not evident in the literature and appears to relate
to the women’s concerns about hyperglycaemia at
the same time as encountering difficulties with dietary
restrictions and behavioural change. Women who
regarded insulin as easier than diet control alone,
expressed limited concerns about insulin use and
regarded it simply as a solution to their current dilemma
of high blood glucose and difficulty in effecting diet control.
None of these women displayed any knowledge of a
possible link between insulin use in GDM and subsequent
development of type 2 diabetes.
In terms of facilitators, women in this study were intensely
interested in maximizing fetal health and this
finding of concern for the fetus is echoed in other research
on women’s experiences of GDM [53-55]. Concern
for the fetus motivated participants to take on the
tasks of GDM self-management and, although many
women struggled to understand food values and to prepare
healthy meals, they remained dedicated to the
baby’s welfare. This manifested in the discomfort they
endured by eating less than they desired, eating foods
they did not enjoy, doing blood glucose levels and
administering insulin, and trying to meet with exercise
requirements. In the literature, a desire to protect the
fetus, or evidence of maternal-fetal attachment, is similarly
associated with greater pregnancy investment and
adoption of health promoting behaviours, such as
healthy diet [56,57].
Successful GDM self-management in our study was
mediated by support from family and health professionals.
Women identified husbands and partners as the
most important source of psychological support. A less
important, but additional form of psychological support
was offered by health professionals, including diabetes
educators, midwives, doctors, and dieticians. Similar
findings of psychological support as important in
Carolan et al. BMC Pregnancy and Childbirth 2012, 12:99 Page 9 of 12
http://www.biomedcentral.com/1471-2393/12/99
encouraging GDM self-management, are found in the
literature [58,59]. In particular, the partner’s support is
seen as especially valuable in effecting behavioural
change such as increasing exercise [59] while support
from health professionals was recognised as encouraging
women to view GDM as within their control [58].
Finally, this study has some limitations and the recruitment
of women who could speak conversational English
may have excluded many other migrant women in the area.
For this reason, a number of interpreter mediated focus
group discussions are planned for the future, which will include
representation of the most populous ethnic groups
in the area. Additionally, this small sample is from one geographical
area, which means that the findings cannot be
generalised to the Australian population as a whole [60].
However, the intent of the study was not to provide generalisable
information, but to explore the facilitators or impediments
to GDM self-management, among women in our
area. This aim has been achieved and, although findings
are not generalisable, they may also be applicable to other
similar populations [60].
Implications for practice
This study has important implications for practice, as
rates of GDM continue to increase globally, particularly
among women with risk factors such as obesity, lower
socio-economic status and migration from world regions
of high GDM risk. It is therefore important that strategies
are adopted to encourage these groups of ‘at risk’
women to self-manage their GDM. Such selfmanagement
will reduce the incidence and severity of
GDM related complications. The greatest challenge
faced by health professionals, engaged in the care of
women with GDM, is to provide sufficient and appropriate
education and support at what is a stressful time in a
woman’s pregnancy. Most women describe being
shocked and upset at their diagnosis of GDM and take
some time to adapt. At the same time, there is a relatively
narrow window of opportunity for women to master
the complex tasks of GDM self-management, and
thus reduce their hyperglycaemia. Dwindling health
resources add to this conundrum, as educational
resources are already stretched, often where they are
most needed.
There is a need for targeted educational resources for
women with GDM, and earlier studies indicate that
initiatives that address the cultural context of the group
in question, may produce the best results [55,61]. Additionally,
there is strong evidence to suggest that emotional
support from the woman’s partner/husband/family
improves adherence to GDM self-management regimens
and, with this in mind, a family approach to GDM education
may produce better results. This careful targeted
approach may effect more successful dietary
management and may thus reduce the percentage of
women requiring insulin to control their condition. Successful
GDM self-management, in turn, is associated
with lower rates of serious pregnancy complication and
serious infant morbidity. It is also associated with a
lower risk of later developing type 2 diabetes.
Conclusion
In conclusion, this study has indicated that women from
low socio-economic and migrant backgrounds often
struggle to comprehend and adhere to GDM dietary and
exercise guidelines. They require supportive services that
are culturally appropriate and pitched at an appropriate
level of health literacy. A keen interest in the baby’s welfare
is likely to increase women’s receptiveness to
interventions.
Competing interests
The authors declare that there are no competing interests.
Authors’ contributions
Study conception and design, MC, GG, CS. Coordination and implementation
of the study MC. Data collection MC. Data analysis, MC, GG, CS. Preparation
of the manuscript MC. Editorial assistance, GG. All authors read and
approved the final manuscript.
Acknowledgements
We would like to acknowledge the women who took part in the study.
Thanks also to the Ian Potter Foundation, Melbourne for the small grant to
support the study. Finally, we would like to acknowledge Maureen Farrell
and Nicole Carver for their contribution to data collection.
Author details
1School of Nursing and Midwifery, St Alban’s Campus, Victoria University,
PO Box 14228, Melbourne 8001 , Australia. 2Australian Community Centre for
Diabetes (ACCD), Victoria University, St Alban’s Campus, PO Box 14228,
Melbourne 8001 , Australia. 3Western Health, Diabetes Education Service,
Western Hospital, Gordon St. Footscray, Victoria 3011 Victoria, Australia.
Received: 19 March 2012 Accepted: 10 September 2012
Published: 18 September 2012
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doi:10.1186/1471-2393-12-99
Cite this article as: Carolan et al.: Women’s experiences of factors that
facilitate or inhibit gestational diabetes self-management. BMC
Pregnancy and Childbirth 2012 12:99.
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