Organizational and community resilience for COVID-19 and beyond: Leveraging a system for health and social services integration

OBJECTIVE

To examine how a preexisting initiative to align health care, public health, and social services influenced COVID-19 pandemic response.

DATA SOURCES AND STUDY SETTING

In-depth interviews with administrators and frontline staff in health care, public health, and social services in Contra Costa County, California from October, 2020, to May, 2021.

STUDY DESIGN

Qualitative, semi-structured interviews examined how COVID-19 response used resources developed for system alignment prior to the pandemic.

DATA COLLECTION

We interviewed 31 informants including 14 managers in public health, health care, or social services and 17 social needs case managers who coordinated services across these sectors on behalf of patients. An inductive-deductive qualitative coding approach was used to systematically identify recurrent themes.

PRINCIPAL FINDINGS

We identified four distinct components of the county's system alignment capabilities that supported COVID-19 response, including (1) an organizational culture of adaptability fostered through earlier system alignment efforts, which included the ability and willingness to rapidly implement new organizational processes, (2) trusting relationships among organizations based on prior, positive experiences of cross-sector collaboration, (3) capacity to monitor population health of historically marginalized community members, including information infrastructures, data analytics, and population monitoring and outreach, and (4) frontline staff with flexible skills to support health and social care who had built relationships with the highest risk community members.

CONCLUSIONS

Prior investments in aligning systems provided unanticipated benefits for organizational and community resilience during the COVID-19 pandemic. Our results illustrate a pathway for investment in system alignment efforts that build capacity within organizations and relationships between organizations to enhance resilience to crisis. Our findings suggest the usefulness of an integrated concept of organizational and community resilience that understands the resilience of systems of care as a vital resource for community resilience during crisis.

The discourse of organizational resilience before and after the global pandemic

Background: Over the past decade, there has been a surge in public and academic discussions about organizational resilience, particularly in the wake of the coronavirus disease (COVID-19) pandemic. It is essential to understand the changes in the discourse of organizational resilience before and after the pandemic. This study aims to understand how the concept of organizational resilience evolved before and after the pandemic. Methods: This study is qualitative in nature, employing discourse analysis techniques on scholarly documents on organizational resilience. Our analysis considers the global context of organizational resilience discussions and highlights the most frequently discussed industries, such as tourism and hospitality, manufacturing, and healthcare. The documents were searched on Scopus academic databases with the key search term of organizational AND resilience. Results: Our findings indicate that themes related to "response to external threats" and "supply chain vulnerabilities and disruptions" have gained significant attention post-pandemic. Meanwhile, discussions around "preparedness and organizational reliability" and "coping with occupational and job demands" have remained consistent before and after the pandemic. Conclusions: This study contributes to the academic understanding and practical application of organizational resilience evolution by discourse before and after the pandemic. It highlights the significance of being prepared for external threats and managing supply chain disruptions while recognizing the importance of preparedness and organizational reliability.

Experience and Resilience of Japanese Public Health Nurses during the COVID-19 Pandemic and Their Impact on Burnout

Japanese public health nurses (PHNs) at public health centers (PHCs) have played critical roles in infection prevention and control during the COVID-19 pandemic. This study aimed to examine the actual pandemic-related experiences of PHNs and the relation between their experiences, individual resilience, two components of organizational resilience (system and human resilience), and burnout. An analysis of the responses of 351 PHNs revealed that mid-level PHNs scored higher in experience and lower in organizational resilience compared with those in other positions. More than 80% of respondents experienced inappropriate staff allocation. Multiple regression revealed that burnout was positively associated with the components of the experience of PHNs and negatively with individual and human resilience. In hierarchical multiple regression with depersonalization as the dependent variable, the sign of system resilience reversed from negative to positive when human resilience was added. The results highlight the need to prepare for future health crises including establishing a system with enough personnel, promoting human resilience such as collaboration among staff members, and burnout prevention measures, especially among mid-level PHNs. The study also described alternative approaches to comprehend system resilience-namely, a suppression variable of human resilience, promotion of depersonalization, and multicollinearity-and the need for further research on organizational resilience.

Analysis of Factors Affecting the Sustainable Success of Airlines During the COVID-19 Pandemic

The COVID-19 pandemic increased the risk of financial distress, bankruptcy, or both, in the airline industry. Whether airlines can survive or not during and/or after the pandemic is closely related to their decisions and actions which will enable their success by increasing their resilience. In crisis periods such as COVID-19, the decisions taken by airlines are strategically important for achieving sustainable success. Thus, it is critical to understand which factors are more important for airlines to shape their actions and make correct decisions. This paper investigates the sustainable success factors on which airlines should focus to provide resilience during the COVID-19 pandemic crisis. It provides a robust model using the interval type-2 fuzzy analytic hierarchy process (IT2FAHP) and interval type-2 fuzzy Decision Making Trial and Evaluation Laboratory (IT2FDEMATEL) to identify and rank success factors. The findings indicate that financial and operational factors are extremely important to ensure resilience for airlines. In addition, the results of the study reveal that operational factors and information sharing factors have an impact on financial factors and customer satisfaction.

A Psychoanalytic Institute's Response to Existential threats: A Case Study of Organizational Self-Inquiry and External Consultation

The term institute is used inclusively here to refer to different organizational structures such as psychoanalytic societies and centers. Those organizations have primary tasks such as providing education and training in psychoanalysis and psychoanalytic psychotherapy. Existential threats covers a range of factors, both internal and external to an organization, that may seriously impair or destroy its capacity to carry out its primary tasks and to survive as a functioning entity. Perceptions and responses relating to those threats are dynamic processes within the organization that shift and evolve over time. This case study explores one institute's use of organizational self-inquiry and external consultation to strengthen its capacity to perceive, make meaning of, and respond adaptively to those threats. The qualitative research for this case study is based on a series of semistructured individual interviews with a representative sample of participants in the consultation, close attention to the intersubjective experiences of interviewees and interviewers, and careful thematic analysis of the interview data. Interviewees shared their understanding of what led up to the consultation, their experience of the consultation, and their perception of its immediate and ongoing impact. Many interviewees felt that the consultation helped strengthen the institute's organizational capacity for resilience and innovation, expressed the desire for additional consultation to ensure the institute's survival and ongoing health, recommended that the institute include the study of organizational dynamics in its curriculum, and thought it should develop its internal capacity for organizational self-inquiry.

A Study of the Impact of Strategic Human Resource Management on Organizational Resilience

Organizational resilience is a key capability for modern firms to survive and thrive in the VUCA environment. The purpose of this study is to investigate the mechanism of strategic human resource management on organizational resilience and the mediating and moderating roles of self-efficacy and self-management, respectively, in the relationship between the two. A total of 379 valid questionnaires were obtained from employees of Chinese companies in August 2022, and the data were analyzed using SPSS 22.0 and Amos. The results showed that strategic HRM can effectively contribute to organizational resilience; self-efficacy plays a mediating role in the relationship between strategic HRM and organizational resilience; self-management can effectively contribute to the impact of self-efficacy on organizational resilience; and self-management can hinder the ability of strategic HRM to contribute to organizational resilience. This paper breaks with the previous literature that studied organizational resilience from a single perspective by studying organizational resilience from the perspective of strategic human resource management (SHRM) and verifies that SHRM can be a possible path for Chinese firms to improve organizational resilience.

Association of individual resilience with organizational resilience, perceived social support, and job performance among healthcare professionals in township health centers of China during the COVID-19 pandemic

BACKGROUND

Primary healthcare professionals were overworked and psychologically overwhelmed during the COVID-19 pandemic. Resilience is an important shield for individuals to cope with psychological stress and improve performance in crises. This study aims to explore the association of individual resilience with organizational resilience, perceived social support and job performance among healthcare professionals in township health centers of China during the COVID-19 pandemic.

METHODS

Data from 1,266 questionnaires were collected through a cross-sectional survey conducted in December 2021 in Shandong Province, China. Descriptive analysis of individual resilience, organizational resilience, perceived social support, and job performance was conducted. Pearson correlation analysis was used to examine the correlations among these variables, and structural equation modeling was performed to verify the relationships between these variables.

RESULTS

The score of individual resilience was 101.67 ± 14.29, ranging from 24 to 120. Organizational resilience (β = 0.409, p < 0.01) and perceived social support (β = 0.410, p < 0.01) had significant direct effects on individual resilience. Individual resilience (β = 0.709, p < 0.01) had a significant direct effect on job performance. Organizational resilience (β = 0.290, p < 0.01) and perceived social support (β = 0.291, p < 0.01) had significant indirect effects on job performance.

CONCLUSION

During the COVID-19 pandemic, the individual resilience of healthcare professionals in township health centers was at a moderate level. Organizational resilience and perceived social support positively affected individual resilience, and individual resilience positively affected job performance. Furthermore, individual resilience mediated the effect of organizational resilience and perceived social support on job performance. It is recommended that multiple stakeholders work together to improve the individual resilience of primary healthcare professionals.

Managerial Perception of Risk in an Organization in a Post-COVID-19 Work Environment

The COVID-19 pandemic drew the attention of all industries and organizations to the importance of comprehensive preparation for various types of crises and disruptions. Without proper risk management for crisis situations, it is impossible to talk about organizational resilience, maintaining organizational continuity, or ensuring the company's ability to protect workers' lives and health in a crisis. While the COVID-19 pandemic is rapidly reshaping the work environment, significant challenges related to risk management are emerging. The purpose of this research paper is to examine the impact of a pandemic on the risk perception in an organization by managers of all three levels (strategic, operational, and line level) and to examine the impact of broadly understood risk management on organizational performance. For the examination of operational risk perception, empirical research was conducted in Polish enterprises. The methodology of the survey is based on a questionnaire of operational risk and risk management perception in a post-COVID-19 work environment. According to the survey results, risk management was generally perceived better than the level of operational risk, compared to the period before the pandemic. Therefore, a substantial improvement in risk management during the crisis allowed the surveyed organizations to cope with the pandemic, and even slightly enhance their performance. Organizations have been able to achieve their goals mainly by slightly reducing risk appetite and lowering the tolerable risk level threshold. Even so, organizations have improved their ability to adapt and seize opportunities.

Gentlemen seek harmony but not uniformity: The heterogeneity of entrepreneurial team and organizational resilience

The purpose of this research is to investigate the association of the heterogeneity of entrepreneurial team with organizational Resilience. In an uncertain environment, whether new ventures can form entrepreneurial resilience at the organizational level in adverse events becomes the key to sustainable development. Based on the theory of heterogeneous advantage and identity characteristics, this manuscript constructed a research framework of "Structure-Behavior-Result" and described the mechanism and boundary conditions of the heterogeneity of entrepreneurial team affecting organizational resilience in detail. The role of Confucian traditional culture as a moderator has also been analyzed. Data has been obtained from 390 entrepreneurs in China. All hypotheses were tested using moderated mediation model. It has been found that the heterogeneity of entrepreneurial team has positive effect on organizational resilience. It has also been discovered that cross-boundary search behavior acted as a partial mediator between the heterogeneity of entrepreneurial team and organizational resilience. The Confucian traditional culture strengthens the relationship between them. The results are helpful in understanding the internal mechanism of the heterogeneity of entrepreneurial team affecting organizational resilience. Theoretical and practical implications have been highlighted and future research suggestions have been provided.

Role of Organizational Resilience and Psychological Resilience in the Workplace-Internal Stakeholder Perspective

The role of organizational resilience is important in an era of the new normal after COVID-19. The purpose of this study is to examine the effect of organizational resilience and psychological resilience on perceived well-being and employee resilience in the workplace from the internal stakeholder perspective. A new research framework has been proposed. Cross-sectional research design was employed to collect responses from 115 employees from various organizations. Structural equation modeling was used to analyze the data. Organizational resilience is associated with perceived well-being and employee resilience. Psychological resilience is associated with perceived well-being and employee resilience. Employee resilience and perceived well-being are associated with work engagement. Complex mediation models are proposed. Theoretical contributions and managerial implications are discussed.

SMEs navigating COVID-19: The influence of social capital and dynamic capabilities on organizational resilience

Building the resilience capacity of businesses is important for economic, social and community recovery during the COVID-19 pandemic, yet organizational resilience is under-examined in the marketing literature. Crises and disasters can significantly impact small and medium enterprises (SMEs), affecting their ability to mitigate, respond and recover. Social capital (SC) is a key resource that can be mobilized by SMEs to tap the resources embedded in internal and external relationships to respond to disruptions, yet the mechanism through which SC facilitates organizational resilience is not clear. Using middle-range theorizing, we propose dynamic capabilities (DC) as the key sensing, seizing and reconfiguration resources that transform SC into organizational resilience. The results from a sample of SMEs (n = 419) in Australia and New Zealand demonstrate that internal SC has a positive effect on external SC (customer-focused). Only internal SC has a direct effect on organizational resilience. DC partially and fully mediates the relationship between internal and external SC and organizational resilience respectively. Implications for theory and practice are offered.

Impact of Perceived Skillset and Organizational Traits on Digital Wellbeing of Teachers: Mediating Role of Resilience

Given the current unstable and unpredictable circumstances, especially due to the COVID-19 education system has evolved, requiring frequently distinct skills, and coping behavior. This study intended to empirically test the impact of perceived skillset and organizational traits on teachers' digital wellbeing with the mediating role of three levels of resilience. To serve the cause, non-probability convenience sampling was chosen, and data was gathered through an online survey from 336 on-duty teachers in the education sector of Pakistan. The results of the study have been drawn by using the PLS-SEM partial least squares structural equation modeling technique through the Smart-PLS software 3.0 version. The findings show that perceived skillset had a positive and significant impact on digital wellbeing and organizational traits had an insignificant effect on digital wellbeing. Moreover, results indicate that organizational resilience and employee resilience positively mediate the relationship between perceived skillset and organizational traits on digital wellbeing. Similarly, findings illustrate that team resilience positively mediates the relationship between perceived skillset and digital wellbeing. Furthermore, results show that team resilience negatively and insignificantly mediates the relationship between organizational traits and digital wellbeing. Lastly, discussion, theoretical and practical implications were also discussed in this research article.

How Does Entrepreneurial Team Relational Governance Promote Social Start-Ups' Organizational Resilience?

Why are some social entrepreneurial teams able to adapt to challenges and leverage the opportunities that are generated from a crisis, and why can some start-ups achieve sustained growth yet others do not? From the perspective of relational governance, this study unpacked the mechanism of how entrepreneurial teams promote social start-ups' abilities to deal with crises and the mediating role of team learning through a survey of 396 social entrepreneurial team members. The results showed four key findings. (1) Trust among entrepreneurial team members has a positive effect on organizational resilience, whereas shared vision and communication-cooperation do not. (2) All the dimensions of relational governance positively promote team learning, and team learning is positively associated with organizational resilience. (3) Team learning mediates the effect of entrepreneurial team relational governance on organizational resilience; specifically, team learning plays a complete intermediary effect on shared vision and communication-cooperation to organizational resilience, whereas it plays a partial intermediary effect on trust in organizational resilience. (4) Team learning is the key factor to organizational resilience, whereas communication-cooperation promotes team learning the most. Practically, to strengthen social start-ups' organizational resilience, entrepreneurial team members must first improve their understanding of environmental adaptability and then engage in productive and creative dialogues to manage issues, improve team members' capability in information integration, as well as agree upon the action and activities that should be performed.

Is the Systemic Agency Capacity of Long-Term Care Organizations Enabling Person-Centered Care during the COVID-19 Pandemic? A Repeated Cross-Sectional Study of Organizational Resilience

The COVID-19 pandemic has strained long-term care organization staff and placed new demands on them. This study examines the role of the general ability and power of a long-term care organization to act and react collectively as a social system, which is called systemic agency capacity, in safeguarding the provision of person-centered care during a crisis. The question of how the systemic agency capacity of long-term care organizations helps to ensure person-centered care during the pandemic is an open research question. We conducted a pooled cross-sectional study on long-term care organizations in Germany during the first and second waves of the pandemic (April 2020 and December 2020–January 2021). The sample consisted of 503 (first wave) and 294 leaders (second wave) of long-term care organizations. The top managers of these facilities were asked to report their perceptions of their facility’s agency capacity, measured by the AGIL scale, and the extent to which the facility provides person-centered care. We found a significant positive association between the leaders’ perceptions of systemic agency capacity and their perceptions of delivered person-centered care, which did not change over time. The results tentatively support the idea that fostering the systemic agency capacity of long-term care organizations facilitates their ability to provide quality routine care despite environmental shocks such as the COVID-19 pandemic.

The organizational trauma resilience assessment: Methods and psychometric properties

OBJECTIVE

Despite many strengths of trauma-informed care (TIC), critics argue TIC is necessary but alone insufficient, can be deficit focused, lacks construct operationalization, and requires greater inclusion of resilience theory. We sought to address these critiques by creating an assessment tool through an iterative and community-engaged process.

METHOD

We collected cross-sectional data between May and June 2019 with a convenience sample from 12 sites across the United States (N = 861). Data were analyzed through application of classical test theory and item response theory, using principal components analysis.

RESULTS

The final 40-item Organizational Trauma Resilience Assessment (OTRA) is sufficiently unidimensional and has a five-factor solution with strong validity and reliability.

CONCLUSION

We believe this instrument marks the first of its kind to synthesize tenets of organizational resilience with TIC principles. Creation of the OTRA progresses the TIC knowledge base and is a cost-effective and valid method for evaluating organizational culture of trauma resilience. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

The Mediating Effect of Coping Strategies Between Psychological Capital and Small Tourism Organization Resilience: Insights From the COVID-19 Pandemic, Malaysia

Amid difficulty, the psychological capital of small tourism firm owners/managers has been given less attention. In the coronavirus disease-2019 (COVID-19) pandemic, this research examined how psychological capital (self-efficacy, hope, optimism, and resilience) affects organizational resilience. By structural equation modeling (AMOS 21.0), 644 small tourism firm owners in Malaysia were randomly selected to investigate the relationship between psychological capital and organizational resilience, and the mediating effect of problem-focused and emotion-focused coping strategies on this relationship. The findings of the study supported hypothesized relationships, as the psychological capital of small tourism firm owners in Malaysia significantly affects organizational resilience. Furthermore, the study discovered that problem-focused and emotion-focused coping strategies have partial mediating effects on the association between psychological capital and organizational resilience. In the context of small tourism businesses sector, the findings of the study have implications, as the firms identify the recovery procedure in the COVID-19 pandemic.

The Impact of a Workplace Terrorist Attack on the Psychosocial Work Environment: A Longitudinal Study From Pre- to Post-disaster

The psychosocial work environment is of great importance for regaining health and productivity after a workplace disaster. Still, there is a lack of knowledge about the impact of a disaster on the psychosocial work environment. The purpose of this study was to examine whether employees' perceptions of role clarity, role conflicts, and predictability in their work situation changed from before to after a workplace terrorist attack. We combined data from two prospective work environment surveys of employees in three governmental ministries that were the target of the 2011 Oslo terrorist attack. A first two-wave survey was conducted 4-5 years and 2-3 years before the attack, and a second three-wave survey took place 10 months, 2 years, and 3 years after the attack. Of 504 individuals who were employed at the time of the bombing, 220 were employed in both pre- and post-disaster periods, participated in both the first and the second survey, and consented to the linking of data from the two surveys. We found no significant changes in levels of role clarity, role conflict, and predictability from before to after the terrorist attack. Adjusting for sex, age and education had no effect on the results. The findings suggest that perceptions of the psychosocial working environment are likely to be maintained at previous levels in the aftermath of a workplace disaster. Considering the importance of the psychosocial work environment for regaining health and productivity, the findings are important for the preparation for, and management of, future crises.

The Relationship Between Transformational Leadership Practices of First-Line Nurse Managers and Nurses' Organizational Resilience and Job Involvement: A Structural Equation Model

BACKGROUND

Nurse leaders play a unique role in seeking ways to promote a strong nurse workforce and positive work attitudes and behaviors among nurses to assist in their success. The leadership practice of nurse managers could be an important factor in promoting nurses' organizational resilience and job involvement.

AIM

To determine the relationship between transformational leadership practices of first-line nurse managers and nurses' organizational resilience and job involvement.

METHODS

A descriptive correlational research design was conducted at a Saudi university hospital. The study consisted of 60 nurse managers and 211 nurses. Measures included Leadership Practices Inventory, organizational resilience, and job involvement questionnaires. Results were analyzed using inferential statistics and Structural Equation Modeling.

RESULTS

In addition to the positive significant correlation found among the studied variables, First-Line Nurse Managers' Leadership practices accounted for 43% and 40% of the variance of nurses' organizational resilience and job involvement.

LINKING EVIDENCE TO ACTION

Nurse leaders perform a crucial role in embracing and executing effective strategies through their transformational leadership and managerial caring to support nurses' resilience and job involvement. Shared governance and a respectful working atmosphere that conveys gratitude to nurses are popular strategies that enhance the efficacy of nursing leadership and promote positive work attitudes among nurses.

Linking Employee Resilience with Organizational Resilience: The Roles of Coping Mechanism and Managerial Resilience

Background

Environmental uncertainty has become the normal surviving and development environment for organizations. Resilience is the key to manage the crisis and abrupt crush, and the relationship between employee resilience and organizational resilience still needs to be explored in Chinese context. The study is to uncover the black box between employee resilience and organizational resilience.

Methods

Based on the conservation of resource theory, this study introduced managerial resilience, problem-focused coping and emotion-focused coping into the relational mechanism between employee resilience and organizational resilience. The study adopted structural equations, bootstrapping methods, and analyzed 329 multi-point employee-manager matching data as the research basis from high-tech industries, service industries, and traditional manufacturing industries.

Results

This study demonstrated that employee resilience is positively associated with organizational resilience; The indirect effects of employee resilience on organizational resilience through problem-focused coping and emotion-focused coping were statistically significant; moreover, managerial resilience positively moderated the relation between employee resilience and emotion-focused coping, and it also moderated the indirect effect of employee resilience on organizational resilience through emotion-focused coping.

Conclusion

This study adds value to the literature by revealing employee resilience boots problem-focused coping and emotion-focused coping, resulting in more or less organizational resilience in the context of Chinese enterprises. It is suggested that in the daily management of the organization, we should pay more attention to cultivate and develop employee resilience to improve organizational resilience.

Development of a Pandemic Residual Risk Assessment Tool for Building Organizational Resilience within Polish Enterprises

The purpose of the research paper was to develop a universal residual risk assessment tool based on the use of risk control measures related to Covid-19 in order to determine the state of organizational resilience of individual industries or organizations. The article proposes and analyzes a pandemic residual risk assessment tool, which is a simple and universal source for residual risk estimation based on a five-step consequence/probability matrix, a five-step hierarchy of risk controls, and a general formula for calculating residual risk. The methodology of the survey is based on a questionnaire with 16 questions used for the initial validation of the residual risk scale, of which six related to the potential of organizational resilience. The pilot survey was conducted in 66 enterprises in Poland. On the basis of the survey, four measures related to the use of control measures against threats after the outbreak of the Covid-19 pandemic have been proposed. These are personal protective equipment (PPE) controls, administrative controls, engineering controls, and substitution controls. Using the survey results, we estimated averages of the response results, and, on their basis, we estimated the residual risks for individual types of enterprises according to the type of business and its size. Based on the calculations, a strong correlation was found between the potential of organizational resilience and the individual use of control measures. Therefore, the main finding of the survey proves that effective risk management builds organizational resilience in enterprises. The practical implications of the study allow the management staff to find out what aspects related to the use of control measures need to be paid attention to in order to minimize residual risk.

Crisis Preparedness of Healthcare Manufacturing Firms during the COVID-19 Outbreak: Digitalization and Servitization

For healthcare manufacturing firms, creating a crisis-prepared product and service portfolio and operational processes is essential for their long-term prosperity. In this paper, we examine how healthcare manufacturing firms cope with the operational disruptions and opportunities associated with the COVID-19 pandemic. We highlight the central role of organizational resilience and examine whether servitization and digitalization can improve the organizational resilience of healthcare manufacturing firms. On the basis of the organizational information processing theory, we suggest that servitization and digitalization can improve the stability and flexibility of operations, which make healthcare manufacturing firms more resilient to the COVID-19 pandemic. The hypotheses were tested using survey data from 163 manufacturing firms located in China. The results indicate that both servitization and digitalization improve the organizational resilience of healthcare manufacturing firms, leading to higher firm growth during the COVID-19 pandemic. Moreover, organizational resilience mediates the impacts of servitization and digitalization on firm growth. Environmental dynamism strengthens the relationship between digitalization and organizational resilience. This study offers new insights for healthcare manufacturing firms to prepare for crisis events and achieve sustainable development in a highly competitive environment.

Roadmap for the development of a resilience indicator system for protection and civil defense organizations: A literature review of the evidence

BACKGROUND

Disasters are the result of adverse events that cause human, material, environmental, and economic and social damage. To deal with disaster management, prevention, response, and recovery organizations need a system of indicators to measure their resilience.

OBJECTIVE

To develop a road map to select indicators of organizational, institutional and governmental resilience to be applied to evaluate the resilience of public Protection and Civil Defense Organizations (PCDOs) of developing countries.

METHOD

A literature review on resilience indicators for disaster management using Scopus database, identifying and classifying the resilience indicators available in the scientific literature, to discuss the possibilities of their application in PCDOs.

RESULTS

Resilience indicators for disaster management available in the literature have many diverse classifications and they were developed for the evaluation of communities' resilience. The literature review results also indicated that there is a lack of indicators to evaluate PCDOs' resilience.

CONCLUSIONS

Indicators of the institutional, organizational and governmental categories identified in the review, originally developed for the evaluation of communities' resilience, can be used to compose a hybrid system of resilience indicators able to measure the resilience of PCDOs.

Preserving Organizational Resilience, Patient Safety, and Staff Retention during COVID-19 Requires a Holistic Consideration of the Psychological Safety of Healthcare Workers

During the COVID-19 pandemic, healthcare workers are fighting a lethal virus with acute shortages of Personal Protective Equipment (PPE). These unprecedented circumstances have amplified the sources of emotional distress and worker burnout. However, many healthcare organizations (HCOs) in the United States, have opted for a “stoic approach” to healthcare worker support, i.e., no additional support beyond federal and state policy protections for the licensing and liability of healthcare workers. In this scenario, a key public health concern is sustaining an adequate healthcare workforce, both by way of quantity (adequate numbers) and quality (maximizing clinician resilience to provide safe care to large volumes of patients under challenging conditions). Therefore, it is imperative for HCO leaders to recognize that a limited view of worker psychological safety, without due consideration for the broader emotional distress created by the pandemic, could have the effect of restricting organizational resilience and adversely impacting patient safety and staff retention during and beyond the pandemic. This paper uses the organizational resilience framework to discuss the potential impact of a stoic approach to healthcare worker support on patient safety and staff retention in a hospital intensive care unit (ICU) during COVID-19. The discussion in turn, helps to develop recommendations for HCOs to overcome these challenges.

Individual Markers of Resilience in Train Traffic Control: The Role of Operators' Goals and Strategic Mental Models and Implications for Variation, Expertise, and Performance

OBJECTIVE

The aim of this study was to examine individual markers of resilience and obtain quantitative insights into the understanding and the implications of variation and expertise levels in train traffic operators' goals and strategic mental models and their impact on performance.

BACKGROUND

The Dutch railways are one of the world's most heavy utilized railway networks and have been identified to be weak in system and organizational resilience.

METHOD

Twenty-two train traffic controllers enacted two scenarios in a human-in-the-loop simulator. Their experience, goals, strategic mental models, and performance were assessed through questionnaires and simulator logs. Goals were operationalized through performance indicators and strategic mental models through train completion strategies.

RESULTS

A variation was found between operators for both self-reported primary performance indicators and completion strategies. Further, the primary goal of only 14% of the operators reflected the primary organizational goal (i.e., arrival punctuality). An incongruence was also found between train traffic controllers' self-reported performance indicators and objective performance in a more disrupted condition. The level of experience tends to affect performance differently.

CONCLUSION

There is a gap between primary organizational goals and preferred individual goals. Further, the relative strong diversity in primary operator goals and strategic mental models indicates weak resilience at the individual level.

APPLICATION

With recent and upcoming large-scale changes throughout the sociotechnical space of the railway infrastructure organization, the findings are useful to facilitate future railway traffic control and the development of a resilient system.