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    Medication compliance by cat owners prescribed treatment for home administration.
    (Wiley Periodicals LLC on behalf of American College of Veterinary Internal Medicine., 2025-01-11) Odom TF; Riley CB; Benschop J; Hill KE
    BACKGROUND: Most veterinary literature examining medication compliance has described the phenomenon in dogs. The evidence available regarding factors affecting cat owner medication compliance is limited. OBJECTIVES: Identify and describe factors associated with cat owners' noncompliance with veterinary recommendations for pet medications, as well as client-reported barriers and aids to administering medications prescribed by primary care veterinarians. SUBJECTS: Cat owners presenting their animals for veterinary examination and treatment. METHODS: A cross-sectional survey of cat owners' compliance with veterinary medication recommendations was performed from January 9, 2019, to July 18, 2020. A convenience sample of owners prescribed medication for their pets by veterinarians during or after elective veterinary examination was recruited to respond to questions regarding medication administration experience and compliance. Follow-up was obtained from owners to determine if the course of medication had been completed. Compliance data were analyzed descriptively, and logistic regression was performed. RESULTS: Medication noncompliance was recorded for 39% (26/66) of cat owners. A quarter (16/66) reported challenges in administering medication to their pets; the most commonly cited reason was a resistant pet. Oral administration of antibiotics was significantly associated with noncompliance (P = .01). Clients with limited pet ownership experience were less likely to be noncompliant (P = .04). CONCLUSIONS AND CLINICAL IMPORTANCE: Clients' inability to medicate their cats PO may have implications for clinical outcomes and antimicrobial stewardship. Alternatives to direct PO administration of solid-form medications in cats should be considered. Demonstrating administration techniques to all clients may improve compliance and influence clinical outcome.
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    Organizational structures of agriculture cooperatives in China: Evidence from the green vegetable sector
    (Elsevier B.V., 2024-06-19) Liu Y; Garnevska E; Shadbolt N
    China's agriculture cooperatives are playing a pivotal role in promoting rural development and boosting farmers’ income. As a result of the rapidly changing external environment, diverse types of cooperatives have emerged. However, a comprehensive understanding of the organizational structures, including ownership, control, and benefit rights, of different types of cooperatives, is limited. This study analyzes the organizational structures of two types of cooperatives in China: entrepreneur-led cooperatives and government-led cooperatives. Qualitative methodology was used in this study, including semi-structured interviews with four green vegetable production cooperatives in Shandong province. Results reveal the structural differences between these two types of case cooperatives. Despite the shared ownership, control, and benefit rights among members, entrepreneur-led cooperatives are characterized by the dominance of core members in capital contribution, control rights, and dividend distribution; whereas government-led cooperatives distribute those rights more equally among all members. The findings in this study present a more comprehensive landscape of the organizational structures of China's cooperatives. Empirically, it demonstrates how cooperatives can evolve and vary across laws and cultures, even within the same legislative background. Additionally, it offers crucial insights for these cooperatives to develop and sustain long-term vitality.
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    The mediating role of organisational culture in the relationship between region-based firm ownership type (RBFOT) and manufacturing performance : a test on the apparel industry in Sri Lanka : a thesis submitted in partial fulfilment of the requirements for the degree of Doctor of Philosophy at Massey University, New Zealand
    (Massey University, 2022) Gunasekera, Marlon
    In today’s globalised context, manufacturing firms belonging to various regions of the world expand their businesses beyond borders and gradually become international, multinational, and global companies investing in various countries and regions of the world. Most of these firms establish foreign affiliates and compete with the local (domestic) firms in host countries. In this context, international and cross-cultural operations management studies have high theoretical and practical value in understanding how management practices, systems, techniques, and norms account for the manufacturing performance differences between foreign and local firms. Understanding and explaining the reasons for differences in the manufacturing performance of local and foreign-owned firms is an underexplored research area, especially in the developing regions of the world. This study adopts a cross-cultural operations management perspective and hypothesises that differences in organisational culture traits (related management practice orientations) of firms belonging to different regions of the world account for manufacturing performance differences. The study examines the relationship between Region-Based Firm Ownership Type (RBFOT) and manufacturing performance, and the mediating role of the organisational culture (an important influence on manufacturing practices) in this relationship. The study was based in Sri Lanka (South Asia) with the apparel industry as the context, and local firms are compared with foreign firms from two other regions: Western and East Asian. Semi-structured interviews were used to clarify the research context and to understand how foreign-owned firms set up, operate and establish organisational cultures in Sri Lanka. The subsequent quantitative study covered 93 firms with data aggregated to the firm level to test the mediation model. To test the model, ANOVA and parallel multiple mediation analysis using regression-based SPSS PROCESS macro were adopted. The findings revealed that organisational culture (measured using Denison’s culture traits and related management practice orientations) is a significant mediator in explaining the difference in the manufacturing performance of RBFOTs. Moreover, significant differences in culture traits and related management practice orientations were evident between Western, East Asian, and South Asian firms generating different levels of manufacturing performance. Other contributions include developing a new scale to measure the manufacturing performance of apparel firms and validating Denison’s Organisational Culture Survey (DOCS) in Sri Lanka. Overall, the study contributes to the theory and practice of international and cross-cultural operations management in general and apparel industrial management in particular.