Luận Văn Thạc Sĩ Tiếng Anh là một trong những ngành được phát triển lớn nhất tại Việt Nam hiện nay, do kinh tế phát triển và các nước đông nam á và các nước trên thế giới đang có xu thế tham quan, du lịch vào Việt Nam, cho nên ngành Ngôn Ngữ Anh được nhiều trường đại học quan tâm đến. Cũng vì lẽ đó việc làm một bài luận văn tiếng anh cũng ngày càng khó theo. Để hỗ trợ đến các bạn học viên đang đang gặp khó khăn trong việc làm bài luận văn thạc sĩ ngành ngôn ngữ anh, Luận văn Panda có chia sẻ đến các bạn học viên một đề tài Luận Văn Thạc Sĩ Tiếng Anh An Exploratory Study of the Use of Mobile Apps and its Implications for Internal Business Processes in Healthcare Organizations in Duba.
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The use of mobile apps becomes inevitable with the ubiquity of Smartphones (Krieger, 2013). Nowadays, Smartphones have become the standard of communication, and their consumers are increasing; with more utilization of their ‘smart’ functions and platforms than making calls (Kaufman, 2011). It is due to this global uptake of mobile apps that this study seeks to assess their utilization in certain models; particularly healthcare institutions.
Being aware of the vast number of patient-facing mobile apps that help inform the public about certain diseases and track their health conditions, this paper aims to explore the utilization of mobile apps in restructuring the internal operations within healthcare facilities. This exploration takes two forms: exploring what is already known from literature, and surveying our target population- the different types of healthcare settings in the emirate of Dubai, United Arab Emirates (UAE).
This paper explores literature in three healthcare areas: innovation, mobile apps, and business restructuring. The paper also suggests certain ideas of mobile apps to be realized in healthcare settings, as well as using examples of mobile apps to illustrate the unseen opportunities that can be seized and realized, because through examples critical thinking can be triggered (Bredican, et al., 2013). For the purpose of this study, healthcare settings will include in-hospital (e.g. hospitals) and out-patient (e.g. clinics).
This qualitative study tries to understand the utilization of mobile apps within the operations and internal business processes of Dubai’s healthcare settings, which are defined herein by the activities and key internal processes, sequential or parallel, that build core competencies of healthcare settings which enable them to provide effective medical and non-medical services (and products) that greatly impact their patients’ satisfaction (Paton, et al., 2011). It also provides a coherent review of literature on what is expected and required from institutions, whether in healthcare or other industries, in order to integrate mobile apps into their internal operations.
Other than press releases, literature review has identified a gap in scientific research on the case of Dubai and innovation in its healthcare settings; therefore, the present study is believed to be the first that examines mobile apps in Dubai’s healthcare operations.
Contextual Setting for the Study
Ranking 16th on the recently released Dubai Innovation Index (DII) of 2016, Dubai now has the vision to be the smartest city in the world by 2021 (Emirates News Agency, 2016). Its vision to become a sustainable smart city indicates the utilization of innovation in its governmental and social services (Government of Dubai, 2015), and since this announcement, residents of Dubai started to notice a surge in different government mobile applications (aka apps) to be used via Smartphones. Dubai residents now can download one application ‘DubaiNow’ which is sponsored by the government from Apple and Android stores. ‘DubaiNow’ is a comprehensive app where customers can access 53 government services from 22 governmental entities.1 In fact, the year 2015 was marked as the Year of Innovation in UAE (Masdar, 2015).
Once a historical hub for pearling industry, Dubai now is a strong emerging market which holds a growing economic power, manifested by its strong infrastructure. Situated on the southeast cost of the Arabian Gulf, Dubai is the second largest emirate of UAE, and also second in authority in terms
1 Source: a message received by the author from ‘DXBSmartGov’ on her personal smartphone. Dated:
December 13, 2015.of political and economic high-level decisions in the country. Ranking 74th on the Mercer index2, this metropolis promises to be a ‘happiest nation’ for its vastly diversified people of 200 nationalities.
The current population of Dubai reflects the huge growth it enjoyed over the last ten years, with almost one million increase from 1,4 to 2,4 million, 85% as expatriates (Woodman, 2012; Dubai Government, 2015), with a projected population of 3.5 million by 2020 (Colliers International, 2014). This growth is well reflected in an annual growth rate of its GDP of 3.9%. With a GPD of US $24,155,563 as of 2015, foreign trade of 0.65 trillion, and an inflation rate of 2.8%, Dubai is set to achieve great heights of socio-economic development (Dubai Government, 2015).
Dubai is reputed for its entrepreneurial spirit and an excellent environment to incubate a diversified, expanding economy. While the majority of Dubai’s economic enterprises are within non-oil industries; tourism, real estate, and global financial services are its top revenue-generators (Woodman, 2012). This all due to its strong strategic infrastructure of a busy, modern and large-scale operations international airport3, a major manmade port of over 120 shipping lines, a modern and sophisticated transportation system, and clusters of free trade specialized zones hosting a wide range of diversified industries- ranging from media to electronics, and including healthcare (Sampler & Eigner, 2013; Krane, 2010).
2 Source: www.imercer.com (Accessed 20 Dec., 2015). This index measures the quality of living in different cities around the world, with Vienna being number one for several years.
3 A second airport, The Al Maktoum International Airport, which is projected to be world’s largest airport when fully operational, has already been established and opened to serve few airlines on its first stage.
Enjoying a global competitive purchasing power parity, almost half the consumption expenditure of Dubai’s residents is on housing (43%), and only 1.08% on healthcare costs (Dubai Statistics Center, 2015). Health insurance is optional up to the date of this study, but Dubai Government has announced an initiative to be implemented in strategic phases that makes health insurance mandatory for all its residents. This is expected to create a strong economies of scale and increase the competition on rising premium prices (Sahoo, 2014).
Since 1930s Dubai had been an attraction for expatriates, but in modern times, it hosted around 8 million tourists in 2010 and by the end of 2015 this number is projected to reach 15 million4 (Woodman, 2012). Medical tourism has become recently a major revenue generator worldwide with an effectively large market. Due to the relatively lower costs of key medical procedures in Dubai compared to Europe and the US, Dubai has turned into an international destination for medical tourism. Moreover, Dubai is a tourism magnet which makes it the perfect choice for those who are willing to blend tourism with medical care (ibid).
Dubai’s strategic plan of 2021 has put its people first through six themes and corresponding KPIs to accomplish. Two themes of importance to this study are enhancing the living experience, and becoming “a smart and sustainable city”. In efforts to enhance the experience of living Dubai Government is aiming to provide high quality education and healthcare services that are affordable for all socioeconomic classes. The second theme aims to have a smart, fully integrated and connected infrastructure that maximizes levels of efficiency and accessibility to services, and 4 No data is published yet, up to the date of this paper, for 2015 on Dubai Statistics Center, but official data available for 2014 shows a total number of 9,322,419 guests at hotels in Dubai. Source: www.dsc.gove.ae Accessed 24 December, 2015. ensures sustainability and further growth (Dubai Government, 2015). This is yet to trigger more innovative ideas to be fully realized.
Dubai’s Healthcare Architecture
Healthcare enterprises in Dubai are governed by three main entities: the federal Ministry of Health (MoH), the local Dubai Health Authority (DHA), and the free zone of Dubai Healthcare City (DHCC). With an estimated market of US $12 billion in 2015, DHCC is the largest medical hub in the world and its first free trade zone dedicated for healthcare industry. The well-established free zone has attracted half a million patients in 2011 from around the world, with top nationalities being from the US, UK, India, France, and Philippines. Its implied vision is to excel in healthcare service through recruiting highly qualified professionals and providing cutting-edge medical technologies. This is manifested by the multi nationality medical community it incubates of around 2,500 licensed professionals in different 80 medical specialties, speaking 40 languages (Sampler & Eigner, 2013; Woodman, 2012; Krane, 2010).
The DHCC is viewed as a one-stop shop offering a wide range of medical services in several hospitals, outpatient clinics and state-of-the-art diagnostic laboratories; among which they incubate centers of excellence in complementary and alternative medicine, cosmetic treatment, dermal and hair transplant, dentistry, orthopedics and sports medicine, endocrine and weight management, eye care, and cardiology. Moreover, they established strategic partnerships with international research and development companies in medical and pharmaceutical industries, which are believed to have an impact on healthcare innovation (Woodman, 2012).
Attracting top international healthcare providers, the DHCC community is strictly regulated by an independent oversight entity-The Center for Healthcare Planning and Quality (CPQ) that was established jointly with Partners Harvard Medical International, in order to ensure quality of care and patient safety. All DHCC members are obligated to adhere to stringent CPQ licensing criteria and maintain international standards of best healthcare practice (ibid).
Introduction Luận Văn Thạc Sĩ Tiếng Anh An Exploratory Study of the Use of Mobile Apps
- Contextual Setting for the Study
- Dubai’s Healthcare Architecture
- Literature Review
- Conceptual Foundations
- Why Do We Need Innovation in Healthcare?
- Innovation in Healthcare
- The Revolution of Mobile Apps in Healthcare
- Marketing Perspective
- Operations Perspective
- Strategic Perspective
- The Impact of Mobile Apps on Healthcare
- What is Needed?
- Medical Apps in Action
- Innovation and Mobile Apps on Business Restructuring
- Healthcare in Dubai
- The Case of Emergency Medical Services (EMS)
- Conceptual Model
- Research Questions
- Study Design
- Data Collection
- The Survey
- Methods of Analysis
- The Approach
- Anticipated Challenges
- The Emerging Categories
- The Final Sample 4
- Profile of Interviewees
- The ‘Yes’ Dyad
- The ‘No’ Gang
- On Business Restructuring
- A Hard Trend
- A Common Ground
- Business Restructuring
- Sustainability of Mobile Apps
- Policy Implications
- Implications for Literature
- Strengths of the Study
- Reflective Learning
- Choosing the Topic
- Study Design
- Data Analysis
- On a Personal Level
- Application of knowledge
- Appendix A: Matched Survey Questions with Research Question
- Appendix B: Data Tabulation
- The ‘Yes’ Dyad
- The ‘No’ Gang
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