Introduction

Bourrier, Mathilde; Brender, Nathalie; Burton-Jeangros, Claudine

doi:10.4324/9781351263047-1

Cited by 4 publications

(10 citation statements)

References 1 publication

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“…During its incubation phase, the pathogen remains dormant and undetected, until it manifests with all its dangerousness. Similarly, health care organizations in the first phase remain immobile, uncertain about how to proceed (Bourrier et al, 2019; Pisano et al, 2020). In Italy, for example, from the awareness of the world epidemic to identification of the first official Italian case, managerial processes, especially decision-making, did not change very much within hospitals, which generated an organizational emergency.…”

Section: Learning From Experience In Health Care Organizationsmentioning

confidence: 99%

Facing the Pandemic: The Italian Experience From Health Management Experts’ Perspective

Fanelli

Lanza

Francesconi

et al. 2020

The American Review of Public Administration

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Globalization has boosted the development of new pathogens as well as their capacity to cross national borders and threaten citizens’ health. It should therefore have been no surprise that the infection caused by COVID-19 spread so quickly from the metropolitan city of Wuhan, China, to the whole world. Today, the COVID-19 pandemic represents the biggest health crisis for many countries since the postwar period. The aggressiveness of the virus quickly led many countries to bring in strict containment measures to limit the spread of the disease and particularly to reduce pressure on hospitals. Pandemics affect the health care community in different ways, but all involve a bigger flow of patients into the system, compromising the proper functioning of hospitals. Italy was the first Western country to be heavily affected by the virus. This article describes how Italian health care organizations are facing the COVID-19 pandemic. A survey administered to health management experts highlights the main problems and possible ways for health care organizations to cope with the health crisis more effectively. Results highlight that the COVID-19 pandemic had a dramatic impact on health care organizations, forcing all hospitals to modify structures and processes to guarantee an efficacious response to new patient care needs. The lack of specialized resources, appropriate coordination tools, and clear plans for emergency management were the main problems faced by hospitals. Italy’s experience could be useful to countries facing the crisis today, or those which will face it in the near future.

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Section: Learning From Experience In Health Care Organizationsmentioning

confidence: 99%

Facing the Pandemic: The Italian Experience From Health Management Experts’ Perspective

Fanelli

Lanza

Francesconi

et al. 2020

The American Review of Public Administration

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“…Leadership is crucial, especially in times of emergency (Lichtenstein and Plowman, 2009; Demiroz and Kapucu, 2012), and should take into account the changing relationship with followers, providing clear indications, and acknowledging concerns and difficulties caused by uncertainty (Hinojosa et al. , 2020) Behavioral response : The ability to respond depends on the adaptive capacity of management in its operational contents in relation to the new strategy (Bourrier et al. , 2019).…”

Section: Conclusion and Limitationsmentioning

confidence: 99%

“…Behavioral response : The ability to respond depends on the adaptive capacity of management in its operational contents in relation to the new strategy (Bourrier et al. , 2019).…”

Section: Conclusion and Limitationsmentioning

confidence: 99%

“…Healthcare organizations are those which are under the strongest external pressure when disasters occur because of the big flows of patients and the safety related issues they face (Maunder, 2004; Fanelli et al ., 2020). When a pandemic strikes, they need to absorb, respond and recover from an internal and external set of unprecedented inputs effectively, and at the same time maintain and expand their ongoing clinical activity (Rodriguez and Aguirre, 2006), adapting rapidly to new requirements (Bourrier et al. , 2019).…”

Section: Resiliency In the Healthcare Sectormentioning

confidence: 99%

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Disruptive crisis management: lessons from managing a hospital during the COVID-19 pandemic

Donelli

Fanelli

Zangrandi

et al. 2022

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PurposeHealthcare organizations worldwide were badly hit by the “surprise” of the pandemic. Hospitals in particular are trying hard to manage problems it caused, searching for solutions to protect the health of citizens and reorienting operations. The implementation of resilience solutions in the coping phase and the ability to react promptly and redefine activities is essential. Integrating crisis management and resiliency literature, this paper discusses how health organizations were able to cope with adversity during the crisis.Design/methodology/approachThe research is conducted through a case study of a large Italian hospital, the Gemelli Polyclinic Foundation, which was one of the leading hospitals in the Italian response to the pandemic.FindingsThe case reports actions taken in order to continue functioning and to maintain core activities despite severe adversity. The overall response of the Gemelli was the result of the three types of response: behavioral (effective leadership), cognitive (rapid resource reallocation) and the contextual reinforcement (multiagency network response). The authors highlight how an integrative framework of crisis management and resiliency could be applied to healthcare organizations in the coping phase of the pandemic. The experience of the Gemelli can thus be useful for other hospitals and organizations facing external crises and for overall improvement of crisis management and resilience. Responding to crisis brings the opportunity to make innovations introduced during emergencies structural, and embed them moving forward.Research limitations/implicationsThe paper focuses only on the coping phase of the response to the pandemic, whereas building long-term resilience requires understanding how organizations accumulate knowledge from crises and adapt to the “new normal.”Originality/valueThe paper responds to the call for empirical studies to advance knowledge of an integrative framework of crisis management and resiliency theories with reference to complex organizations such as healthcare.

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“…At first, risk communication was conceived as one-sided. Experts were tasked with sharing information with the public [ 5 ]. Only experts were thought to have access to scientific information, and the public was seen as a passive recipient [ 5 ].…”

Section: Introductionmentioning

confidence: 99%

Who Said What: A Multi-Country Content Analysis of European Health Organisations’ COVID-19 Social Media Communication

Kompani¹,

Deml²,

Mahdavian³

et al. 2022

Int J Public Health

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Objectives: As a risk communication tool, social media was mobilised at an unprecedented level during the COVID-19 pandemic. This study examined health authorities’ risk communication on social media in response to the pandemic in 2020.Methods: We analysed 1,633 COVID-19-related posts from 15 social media accounts managed by official health authorities in Germany, Norway, Sweden, Switzerland, and the United Kingdom.Results: The rate at which the authorities posted about COVID-19 on social media fluctuated throughout 2020. Each account’s posting frequency peaked between March and May 2020, before dropping considerably during the summer. The messages that the organisations focused on also varied throughout the year but covered most risk communication guidelines. Yet, our analysis highlighted themes that were communicated infrequently, such as long COVID or exercising during the pandemic.Conclusion: With more individuals now following health authorities on social media, platforms such as Instagram hold great potential for future risk communication campaigns and strategies.

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Introduction

Cited by 4 publications

References 1 publication

Facing the Pandemic: The Italian Experience From Health Management Experts’ Perspective

Facing the Pandemic: The Italian Experience From Health Management Experts’ Perspective

Disruptive crisis management: lessons from managing a hospital during the COVID-19 pandemic

Who Said What: A Multi-Country Content Analysis of European Health Organisations’ COVID-19 Social Media Communication

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