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1.
Health Promot Int ; 39(3)2024 Jun 01.
Artigo em Inglês | MEDLINE | ID: mdl-38902983

RESUMO

Bivalent COVID-19 vaccine boosters have been recommended for all Americans 12 years of age and older. However, uptake remains suboptimal with only 17% of the United States (US) population boosted as of May 2023. This is a critical public health challenge for mitigating the ongoing effects of COVID-19 infection. COVID-19 booster uptake is not currently well understood, and few studies in the US have explored the vaccination process for booster uptake in a 'post-pandemic' context. This study fills gaps in the literature through qualitative analysis of interviews with a racially/ethnically diverse sample of Arkansans who received the COVID-19 vaccine main series and expressed intent to receive a booster (n = 14), but had not yet received the COVID-19 booster at the time we recruited them. All but one did not receive the booster by the time of the interview. Participants described influences on their vaccination behavior and uptake of boosters including reduced feelings of urgency; continued concerns about the side effects; social contagion as a driver of urgency; increasing practical barriers to access and missing provider recommendations. Our findings highlight the importance of considering vaccination as an ongoing, dynamic process drawing on past/current attitudes, prior experience, perceptions of risk and urgency and practical barriers. Based on these findings, healthcare providers should continue to provide strong, consistent recommendations for COVID-19 boosters to patients, even among those with histories of vaccine uptake.


Assuntos
Vacinas contra COVID-19 , COVID-19 , Imunização Secundária , Pesquisa Qualitativa , Humanos , Feminino , COVID-19/prevenção & controle , Masculino , Vacinas contra COVID-19/administração & dosagem , Adulto , Pessoa de Meia-Idade , SARS-CoV-2 , Intenção , Idoso , Entrevistas como Assunto
2.
Harv Bus Rev ; 80(11): 84-91, 133, 2002 Nov.
Artigo em Inglês | MEDLINE | ID: mdl-12422792

RESUMO

Senior managers often feel frustration--even exasperation--toward information technology and their IT departments. The managers complain that they don't see much business value from the high-priced systems they install, but they don't understand the technology well enough to manage it in detail. So they often leave IT people to make, by default, choices that affect the company's business strategy. The frequent result? Too many projects, a demoralized IT unit, and disappointing returns on IT investments. What distinguishes companies that generate substantial value from their IT investments from those that don't? The leadership of senior managers in making six key IT decisions. The first three relate to strategy: How much should we spend on IT? Which business processes should receive our IT dollars? Which IT capabilities need to be companywide? The second three relate to execution: How good do our IT services really need to be? Which security and privacy risks will we accept? Whom do we blame if an IT initiative fails? When senior managers aren't involved in these decisions, the results can be profound. For example, if they don't take the lead in deciding which IT initiatives to fund, they end up overloading the IT department with projects that may not further the company's strategy. And if they aren't assessing security and privacy risks, they are ignoring crucial business trade-offs. Smart companies are establishing IT governance structures that identify who should be responsible for critical IT decisions and ensure that such decisions further IT's strategic role in the organization.


Assuntos
Tomada de Decisões Gerenciais , Gestão da Informação , Sistemas de Informação/organização & administração , Pessoal Administrativo , Gastos de Capital , Eficiência Organizacional , Guias como Assunto , Gestão da Informação/economia , Estados Unidos , Recursos Humanos
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