A Theory of Organizational Response to Hospital Regulation: A Reply

1985 ◽  
Vol 10 (2) ◽  
pp. 332 ◽  
Author(s):  
Howard L. Smith ◽  
Stephen S. Mick
Keyword(s):  
Organizational Response ◽  
Hospital Regulation

A Theory of Organizational Response to Hospital Regulation: A Reply to Smith and Mick

1985 ◽  
Vol 10 (2) ◽  
pp. 337 ◽  
Author(s):  
Karen S. Cook ◽  
Stephen M. Shortell ◽  
Douglas A. Conrad ◽  
Michael A. Morrisey
Keyword(s):  
Organizational Response ◽  
Hospital Regulation

A Theory of Organizational Response to Hospital Regulation: A Reply

1985 ◽  
Vol 10 (2) ◽  
pp. 332-336 ◽  
Author(s):  
Howard L. Smith ◽  
Stephen S. Mick
Keyword(s):  
Organizational Response ◽  
Hospital Regulation

A Theory of Organizational Response to Hospital Regulation: A Reply to Smith and Mick

1985 ◽  
Vol 10 (2) ◽  
pp. 337-343 ◽  
Author(s):  
Karen S. Cook ◽  
Stephen M. Shortell ◽  
Douglas A. Conrad ◽  
Michael A. Morrisey
Keyword(s):  
Organizational Response ◽  
Hospital Regulation

Mental Health Organizational Response to Katrina

2006 ◽  
Author(s):  
Joseph E. Comaty
Keyword(s):  
Mental Health ◽  
Organizational Response

Japan's 1991 Minesweeping Decision: An Organizational Response

Asian Survey ◽  
1996 ◽  
Vol 36 (8) ◽  
pp. 804-817 ◽  
Author(s):  
Peter J. Woolley
Keyword(s):  
Organizational Response

Political identity over personal impact: Early US reactions to the COVID-19 pandemic

2020 ◽  
Author(s):  
Robert N Collins ◽  
David R. Mandel ◽  
Sarah S. Schywiola
Keyword(s):  
Emotional Distress ◽  
Strong Influence ◽  
Political Identity ◽  
Organizational Response ◽  
Threat Perception ◽  
Attitudes And Beliefs ◽  
Value Differences ◽  
Personal Impact ◽  
Large N ◽  
Weak Influence

Research suggests political identity has strong influence over individuals’ attitudes and beliefs, which in turn can affect their behavior. Likewise, firsthand experience with an issue can also affect attitudes and beliefs. A large (N = 10,362) survey (Pew Research and Ipsos W64) of Americans was analyzed to investigate the effects of both political identity and personal impact on individuals’ reactions to the COVID-19 pandemic. Results show that political identity (i.e., Democrat or Republican) and personal impact (i.e., personally affected or not) influenced different aspects of the American public’s reaction to COVID-19. Political identity exerted a strong influence on self-reports of emotional distress, threat perception, discomfort with exposure, support for restrictions, and perception of under/overreaction by individuals and institutions. Personal impact exerted a comparatively weaker influence on reported emotional distress and threat perception. Both factors had a weak influence on appraisal of individual and organizational and community responses. The dominating influence of political identity carried over into the bivariate relations among these responses. In particular, the appraisal of organizational response divided along party lines, tied to opposing views of whether there has been over- or under-reaction to the pandemic. The dominance of political identity has important implications for crisis management and reflects the influence of normative value differences between the parties, partisan messaging on the pandemic, and polarization in American politics.

scholarly journals Cascading Crises: Society in the Age of COVID-19

2021 ◽  
pp. 000276422110031
Author(s):  
Laura Robinson ◽  
Jeremy Schulz ◽  
Christopher Ball ◽  
Cara Chiaraluce ◽  
Matías Dodel ◽  
...  
Keyword(s):  
Labor Market ◽  
Organizational Response ◽  
Economic Opportunity ◽  
Adaptive Potential ◽  
Third Order ◽  
Long Tail ◽  
Death Risk ◽  
Life And Death ◽  
Communication Practices ◽  
Fear And Anxiety

The tsunami of change triggered by the COVID-19 pandemic has transformed society in a series of cascading crises. Unlike disasters that are more temporarily and spatially bounded, the pandemic has continued to expand across time and space for over a year, leaving an unusually broad range of second-order and third-order harms in its wake. Globally, the unusual conditions of the pandemic—unlike other crises—have impacted almost every facet of our lives. The pandemic has deepened existing inequalities and created new vulnerabilities related to social isolation, incarceration, involuntary exclusion from the labor market, diminished economic opportunity, life-and-death risk in the workplace, and a host of emergent digital, emotional, and economic divides. In tandem, many less advantaged individuals and groups have suffered disproportionate hardship related to the pandemic in the form of fear and anxiety, exposure to misinformation, and the effects of the politicization of the crisis. Many of these phenomena will have a long tail that we are only beginning to understand. Nonetheless, the research also offers evidence of resilience on several fronts including nimble organizational response, emergent communication practices, spontaneous solidarity, and the power of hope. While we do not know what the post COVID-19 world will look like, the scholarship here tells us that the virus has not exhausted society’s adaptive potential.

scholarly journals Curricular Change and Resiliency in the Era of Coronavirus (COVID-19): The Uniformed Services University of the Health Sciences (USU) Experience

2020 ◽  
Author(s):  
Arnyce R Pock ◽  
Pamela M Williams ◽  
Ashley M Maranich ◽  
Ryan R Landoll ◽  
Catherine T Witkop ◽  
...  
Keyword(s):  
Health System ◽  
Health Sciences ◽  
Lessons Learned ◽  
Organizational Response ◽  
Educational Goals ◽  
Military Health System ◽  
Military Health ◽  
Health Crisis ◽  
Core Curricula ◽  
The Military

ABSTRACT Introduction The Coronavirus (COVID-19) pandemic has presented a myriad of organizational and institutional challenges. The Uniformed Services University of the Health Sciences, like many other front line hospitals and clinics, encountered a myriad of challenges in fostering and sustaining the education of students enrolled at the nation’s only military medical school. Critical to the function of any academic medical institution, but particularly one devoted to the training of future physicians for the Military Health System, was the ability to rapidly adapt, modify, and create new means of keeping medical students engaged in their core curricula and progressing toward full and timely attainment of established educational goals and objectives. Methods This article highlights some of the particular challenges faced by faculty and students during the first 6 months of the COVID-19 pandemic and describes how they were managed and/or mitigated. Results Six key “lessons learned” were identified and summarized in this manuscript. These lessons may be applicable to other academic institutions both within and outside of the Military Health System. Conclusions Recognizing and embracing these key tenets of academic change management can accelerate the generation of a cohesive, organizational response to the next pandemic or public health crisis.

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