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The COVID-19 pandemic has led to radical transformations in the organisation
and delivery of health and care services across the world. In many countries,
policy makers have rushed to re-organise care services to meet the surge demand
of COVID-19, from re-purposing existing services to creating new 'field' hospitals.
Such strategies signal important and sweeping changes in the organisation of
both 'COVID' and 'non-COVID' care, whilst asking more fundamental questions
about the long-term organisation of care 'after COVID'. In some contexts, the
pandemic has exposed the fragilities and vulnerabilities of care systems, whilst
in others, it has shown how services are organised to be more resilient and
adaptive to unanticipated pressures.
The COVID-19 pandemic presents a rare opportunity to examine empirically and
to develop new theoretical frameworks on how and why health systems adaptto
such unusual and intense pressures. International contributors consider how
responses to COVID-19 are transforming the organisation and governance of
health and care services and explore questions around strategic leadership at
local, regional, national and transnational level. The book offers unique insight
and analysis on the dynamics of policy-making, the organisation and governance
of care organisations, the role of technologies in governing, the changing role of
professionals and the possibilities for more resilient care systems.
Justin Waring is Professor of Medical Sociology and Healthcare Organisation at
the Health Services Management Centre, University of Birmingham, and is Visiting
Jean-Louis Denis holds the Canada research chair (tier I) on Health System
Design and Adaptation. He is Senior Scientist, Health System and Innovation at
the Research Center of the CHUM (CRCHUM), and Visiting Professor, Department
of Management, King's College London.
Anne Pedersen is Professor at Copenhagen Business School.
Tim Tenbensel is an Associate Professor at the University of Auckland's School
of Population Health.
Chapter 1: Introduction.- Chapter 2: Intra-Crisis Policy Transfer: the case of COVID-19 in the UK.- Chapter 3: Whose science has been followed? The organisation of scientific advice to the UK government in the COVID-19 response.- Chapter 4: Learning from history or reacting to events? Colombia's navigation of major system change in response to COVID-19.- Chapter 5: COVID-19 and the flexibility of the bureaucratic ethos.- Chapter 6: Dancing with a Virus: Finding new Rhythms of Organizing and Caring in Dutch Hospitals.- Chapter 7: Professional engagement in management: learnings from the COVID-19 crisis in France.- Chapter 8. Theorizing reorganisations of care: Boundary work and the professions during Ontario's COVID-19 response.- Chapter 9: The impact of COVID-19 on primary care practitioners: transformation, upheaval and uncertainty.- Chapter 10: Professionalism in a pandemic: shifting perceptions of nursing through social media.- Chapter 11: Population health managementin the NHS: what can we learn from COVID-19?.- Chapter 12: The temporal dimensions of health technology adoption during the Covid-19 pandemic: revisiting Roger's diffusionist innovation theory. Chapter 13: The Politics of life and death in the time of COVID-19.- Chapter 14: Rapid impact organisation behaviour (RIOB) research for responses by healthcare organisations to evolving crises (SARS COV-2 pandemic): Examples of a new OB specialty.- Chapter 15: Will the "new" become the "normal"? Exploring Sustainability of Rapid Health System Transformations
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