ArticleJournal of nursing management2023
Resilience Capability and Capacity in Unexpected Crises: Experiences and Lessons Learned in a Healthcare Organisation during the COVID-19 Pandemic.
Article in Journal of nursing management, 2023. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 5 papers.
What it found
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The trial behind it
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Who cites it
5 citing papers in PubMed.
- Organizational interventions and strategies for COVID-19 pandemic management in acute care setting: A qualitative interview study with nurse leaders in German hospitals.International journal of nursing studies advances · 2025Article
- Managers' experiences in leading healthcare workers in hospital departments during a pandemic: a qualitative study.BMC health services research · 2025Article
- Development of a Pandemic Resilience Competence Model for Healthcare Professionals-Individual and Organisational Aspects.International journal of environmental research and public health · 2025Article
- The impact of Covid-19 on inter-organizational coordination in Swedish eldercare: a mixed methods study.BMC health services research · 2025Article
- Organizational Resilience in Healthcare: A Scoping Review.Journal of healthcare management / American College of Healthcare ExecutivesArticle
Corrections and comments
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Authors and funding
8 authors.
Funding
No grant is acknowledged in the PubMed record.
Abstract
Aim: The current article aims to gain insight into (a) what characterises organisational resilience during an unexpected crisis such as COVID-19 and (b) how organisations respond to developments in their environments. Background: In times of societal crises, such as the COVID-19 pandemic, the resilience of the healthcare organisation is tested. Method: This research is based on a case study in a university hospital and a county hospital in Sweden using surveys with both structured and open answers. Results: The result shows ambiguity and "polarised" experiences, emphasising flexibility vs. structure, clear hierarchical information vs. spaces for peer learning through dialogue, and focus on acute care vs. determination to continue with core operations. Conclusion: The article concludes that the pandemic resulted in paradoxes, tensions, and new experiences in organisational processes and interactions. These create opportunities for learning not only during crises but also for improving nursing management in both acute and planned care. Three relations are important in building organisational resilience in crises: resilience capability, resilience capacity, and sustainable resilience practices.
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Registered trials
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