ABSTRACT
BACKGROUND: Poland is witnessing a migration crisis caused by the ongoing military conflict in Ukraine. In addition to housing and necessities, 1.8 million Ukrainians that had taken refuge in Poland must have access to medical care. We aim to propose a strategy for implementing the changes in the Polish health care system in response to the Ukrainian refugee crisis. METHODS: A literature review on organizational changes in the functioning of health care systems during the migration crises worldwide in recent years and brainstorming in order to develop a strategy for implementing changes in the Polish health care system in response to the Ukrainian refugee crisis. RESULTS: The proposed strategy for implementing the changes in the Polish health care system is based on building health care resilience and adaptation to different crises. The operational objectives of organization-related activities are: (1) preparation of medical facilities to provide help for refugees, (2) development and implementation of the communication system, (3) implementation of available digital solutions, (4) organization of the diagnostic and medical services, (5) and implementation of changes in the management of medical facilities. CONCLUSIONS: Urgent reorganization is required to respond to an unavoidable increase in the demand for health care services.
Subject(s)
Military Personnel , Refugees , Humans , Poland , Ukraine , Delivery of Health CareABSTRACT
Work engagement of healthcare middle managers involved in strategy implementation before and during the COVID-19 pandemic was examined in this quantitative study. The amount of time was quantified that healthcare middle managers spend in the strategic implementation of evidence-based practices. A quantitative correlational survey design research method was used to collect data from 123 healthcare middle managers currently employed in for-profit and non-profit healthcare organizations in the United States. The Utrecht Work Engagement Scale (UWES-9) model was used to measure work engagement. Descriptive and correlational statistics were used to answer the research question. It was found that work engagement was significantly higher (p=0.001) before COVID-19 (M=5.2) than during COVID-19 (M=4.63). The drop in work engagement during COVID-19 was found to be higher for healthcare middle managers who were female, had less total management experience, and were older respondents. Wilcoxon matched-pairs tests were employed to determine if there were differences in the amount of time healthcare middle managers spend in the strategic implementation of evidence-based practices before and during COVID-19. The p-value in the Wilcoxon matched-pairs test indicated no statistical difference in the time healthcare middle managers spend in each of the four roles. Recommendations were made that future research should focus on studying what other underlying factors lead to a decrease in work engagement during a pandemic. Such underlying factors should include either resilience, job-demand-resources, or both at a minimum. (PsycInfo Database Record (c) 2022 APA, all rights reserved)
ABSTRACT
Purpose: The COVID-19 pandemic presents unprecedented challenges for small and medium enterprises (SMEs) in emerging economies. This paper aims to examine how India's SMEs implement their strategic responses in this crisis. Design/methodology/approach: The study uses dynamic capability theory to explore the strategic responses of SMEs. Strategy implementation theory helps to explain how they implement innovative practices for outcomes. A research model defines the COVID-19 challenges, strategic responses and performance outcomes. The study reports the findings of an initial pilot study of 75 firms and follow-up case study results in the context of COVID-19. Findings: Firms choose their approaches according to their perceived market risks. Case studies illustrate that firms display diverse attitudes depending on their strategic direction, leadership vision and organizational culture. They achieve different outcomes by implementing specific styles of risk management practices (e.g. risk-averting, risk-taking and risk-thriving). Research limitations/implications: Although the study context is Indian SMEs, the findings suggest meaningful lessons for other emerging economies in similar crisis events. The propositions may be extended to future research in broad contexts. Practical implications: Even in the extraordinary COVID-19 market crisis, SMEs with limited resources display their strategic potential by recognizing their unique capabilities, translating them into effective actions and achieving desirable outcomes. Social implications: In the COVID-19 pandemic, top leaders' mental attitude, strategic perspective and routine practices are contagious. Positive leadership motivates both internal and external stakeholders with an enormous level of collaboration. Originality/value: This rare study of Indian SMEs provides a theoretical framework for designing a pilot survey and conducting a case study of multiple firms. Based on these findings, testable propositions are articulated for future research in diverse organizational and national contexts. © 2021, Emerald Publishing Limited.