Staying at home or going out? Leadership response to the COVID‐19 crisis in Greece and Sweden

Petridou, Evangelia; Zahariadis, Nikolaos

doi:10.1111/1468-5973.12344

Cited by 29 publications

(22 citation statements)

References 23 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Assumingly, such behaviors have been adopted through experience within specific social and cultural nature ( 3 ). Moreover, transparency of applying extensive measures increased confidence of the people in healthcare leadership as there was a linear indication in the world report ( 29 ).…”

Section: Discussionmentioning

confidence: 99%

Health Policy Development During COVID-19 in Saudi Arabia: Mixed Methods Analysis

Alonazi

Altuwaijri

2022

Front. Public Health

View full text Add to dashboard Cite

Healthcare systems are increasingly required to utilize effective approaches, apply evidence-based practice, and consequently sustain successful strategic management. Document analysis provides insights into the effective management tools applied by agencies to respond to crises. This article provides a practical exploration of how the Saudi health authority applied effective measures to eventually reduce the administrative and clinical consequences while managing the COVID-19 pandemic. The conceptual descriptive framework was based on health policy triangle of Walt and Gilson. Official reports and supporting documents issued by the Saudi government toward COVID-19 were operationally analyzed. Moreover, five healthcare professional experts were invited in a semistructured interview to assess the strategic steps that have been utilized to minimize the health risk by conducting a healthcare risk analysis. Various documents showed that two major entities were responsible for managing regulations and medications of COVID-19 in addition to six other entities that were partially involved. Although each entity was approved to work independently, their efforts were cohesively associated with each other. Most documents were well-applied on personal, social, organizational, and national strata. However, it is unclear how lessons identified became affirmative, while the collaboration remains vague, especially under the emergence of a new entity such as the Public Health Authority. Healthcare professional experts also positively supported the effectiveness of such policies to confront COVID-19 through the following three domains: health guidelines, utilizing simulation (telehealth/telecommunication) services, and ensuring continuity of services.

show abstract

Section: Discussionmentioning

confidence: 99%

Health Policy Development During COVID-19 in Saudi Arabia: Mixed Methods Analysis

Alonazi

Altuwaijri

2022

Front. Public Health

View full text Add to dashboard Cite

show abstract

“… 59 These actions were driven by the knowledge that, after more than a decade of economic challenges, their health care systems could not handle an outbreak similar in magnitude to that in neighboring Italy. 96 To communicate these risks, the government of Greece featured 2 leaders during COVID-19 press briefings, a professor focused on the medical developments and a secretary who communicated governmental decisions and crisis management measures. 97 This approach resembled the way that Singaporean officials “spoke with one voice” during the SARS epidemic 48 and contributed to similar public satisfaction with governmental leadership during these epidemics.…”

Section: Lessons Learned #5: Cultivate Political Will and Commitmentmentioning

confidence: 99%

Learning From the Past: The Role of Social and Behavior Change Programming in Public Health Emergencies

Silva

Tallman²,

Stolow

et al. 2022

Glob Health Sci Pract

View full text Add to dashboard Cite

The prevalence of emerging infectious diseases (EIDs) is rising at an unprecedented rate, and influencing human behavior is often the first line of defense to slow disease transmissions. n We synthesize the contributions that social and behavior change research and programming has made in 6 recent EIDs that reached epidemic proportions: HIV, severe acute respiratory syndrome, Middle East respiratory syndrome, Zika virus, Ebola virus disease, and coronavirus disease. n Analysis of successful and unsuccessful responses to EID outbreaks suggests 5 primary lessons learned that can be used by SBC experts in future EID responses: engage communities, build trust through transparent risk communication, segment audiences for tailored interventions, prioritize behaviors, and cultivate political will and commitment. n Incorporating SBC experts into EID responses can reduce mortality and improve efficiency in such precarious and time-sensitive settings. INTRODUCTIONT he prevalence of emerging infectious diseases (EIDs) is rising at an unprecedented rate as a result of globalization, deforestation, economic growth, increased human mobility, urbanization, and fragile health systems. [1][2][3][4][5] When new diseases emerge, medical and public health practitioners quickly begin to evaluate strategies to mitigate disease transmission and to use clinical interventions that can prevent or treat the emerging disease. 6 However, behavioral responses-and the systems and structures that shape behavior-are often the first line of defense. As Dr. Deborah Birx stated during a press briefing on the coronavirus disease (COVID-19) response in March 2021, "there's no magic bullet . . . it's just behaviors." 7 Social and behavior change (SBC) refers to activities or interventions that examine and facilitate behavior change and the social and environmental factors that drive them. 8 This includes behaviors leading to the prevention of disease transmission and those related to the promotion of health and well-being, as well as actions addressing structural and institutional environments. SBC contributions to EID preparedness, response, and recovery are distinct. 9 Here, we focus on public health emergency response, in the context of which SBC experts develop approaches to reduce disease transmission under difficult and rapidly evolving circumstances.Encouragingly, there have been notable advances in including SBC strategic approaches at the outset of public health emergency responses. In the International Health Regulations 2005 and Joint External Evaluation Tool, risk communication and community engagement are central to the World Health Organization guidance around communication in emergencies, 10 and the U.S. Agency for International Development included SBC communication as 1 of 3 response pillars during the recent Zika outbreak in the Americas. 11 However, despite these contributions, SBC experts are still not consistently included in outbreak response teams. 12 This is due to limitations in human and financial resources and an "evidenc...

show abstract

“…Appendix 2 indicates that three organizational competencies, which are leadership & decision making, resilience, and sustainability, and one organizational incompetency, which is vulnerability, take the attention. Due to the reason that crises require rapid and optimal decisions and strong leadership, it is logical for scholars to focus on leadership, decision making, and factors influential on decisions during COVID-19 (Gouglas, et al, 2019;Hughes, et al, 2020;Ocampo and Yamagishi, 2020;Zhang, et al, 2020;Sarkar and Clegg, 2021;Santos, et al, 2021;Yigitcanlar, et al, 2021;Farhan, 2021;Oruh, et al, 2021;Stoker, et al, 2021;Oliveira and Cunha, 2021;Petridou and Zahariadis, 2021;Hartwell and Devinney, 2021). Also, as discussed in the part related to supply chain management, resilience can be considered a critical organizational competency as well.…”

Section: Competenciesmentioning

confidence: 99%

Covid-19 Pandemisi Sırasında Stratejik Yönetim Literatüründe Neler Söylendi?

BİLGİÇ

AYDOĞAN

2022

Toros Üniversitesi İİSBF Sosyal Bilimler Dergisi

View full text Add to dashboard Cite

Organizations are struggling with severe circumstances brought by COVID-19. When overly increased uncertainty and complexity in a pandemic are considered, strategic management has gained importance. Thus, researchers have focused on strategic management from different perspectives and this situation has led to that strategic management literature considering COVID-19 incredibly enlarged. Here, this research aims to show the architecture of the current literature and examine it with a holistic and critical perspective provided by using bibliometric analysis and critical systematic review concurrently. 226 articles were determined to represent the literature in two steps: (i) WOS search based on keywords and (ii) eliminating irrelevant articles by reading. To realize research aims, a twofold research method was adopted. By leveraging bibliometric analysis, the map of the current literature was shown. Then, a critical systematic review based on content analysis of 226 articles was carried out. Herein, more/less studied fields and future research directions were shared, and methods & levels of analysis of research were shared.

show abstract

Staying at home or going out? Leadership response to the COVID‐19 crisis in Greece and Sweden

Cited by 29 publications

References 23 publications

Health Policy Development During COVID-19 in Saudi Arabia: Mixed Methods Analysis

Health Policy Development During COVID-19 in Saudi Arabia: Mixed Methods Analysis

Learning From the Past: The Role of Social and Behavior Change Programming in Public Health Emergencies

Covid-19 Pandemisi Sırasında Stratejik Yönetim Literatüründe Neler Söylendi?

Contact Info

Product

Resources

About