Keeping hospitals operating during disasters through crisis communication preparedness

Liu, Brooke Fisher; Fowler, Brooke M.; Roberts, Holly; Herovic, Emina

doi:10.1016/j.pubrev.2018.06.002

Cited by 30 publications

(20 citation statements)

References 53 publications

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“…These plans can help ease the decision-making process faced by managers and senior leadership, which seems to become more laborious under times of crisis (Hällgren et al, 2018). An increased emphasis on proactive planning can help put organizations in position to effectively respond to potential crises that arise (Liu, Fowler, Roberts, & Herovic, 2018).…”

Section: Discussionmentioning

confidence: 99%

The Conflicting Impact of COVID-19’s Health and Economic Crises on Helping

Shoss

Horan

DiStaso

et al. 2020

Group & Organization Management

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Helping behaviors are considered critical for business and societal recovery in light of economic crises and natural disasters, including the COVID-19 pandemic that has both economic and health disaster elements. However, because the current COVID-19 pandemic has both of these elements, it is unclear how helping may be impacted. Economic crisis research suggests that such events are associated with less helping, whereas disaster research suggests that such events are associated with greater helping. We pair the event system theory (Morgeson, F. P., Mitchell, T. R., & Liu, D. (2015). Event system theory: An event-oriented approach to the organizational sciences. Academy of Management Review, 40(4), 515-537) with these two logics (economic downturn and disaster) to suggest that health and economic threats within the COVID-19 pandemic operate with potentially opposing forces on helping-related outcomes. To test these ideas at a macro-level, we examined internet search volume for recession, COVID-19, and interest in helping. At a micro-level, we examined the relationships between work- hour insecurity and perceived job-related COVID-19 risk—two salient COVID-19-related economic and health threats—and helping customers and coworkers. Consistent with economic crisis logic, macro-level concern about recession was negatively associated with interest in helping. Moreover, at the individual level, work-hour insecurity negatively predicted helping coworkers. Consistent with disaster logic, at the individual level, perceived job-related COVID-19 threat was positively associated with helping coworkers and negatively associated with helping customers. These findings suggest that the specific feature of the COVID-19 event system (economic versus health) and the target (organizational insiders versus outsiders) matter for shaping helping behavior. These findings have implications for helping during crises that involve economic and/or disaster elements.

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Section: Discussionmentioning

confidence: 99%

The Conflicting Impact of COVID-19’s Health and Economic Crises on Helping

Shoss

Horan

DiStaso

et al. 2020

Group & Organization Management

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“…Hospitals are the community's main hope when a disaster occurs that threatens many people's lives and health, such as expected protection in the form of medical care for the injured and safe location to survive during a disaster 7 . Disaster preparedness systems are the main key to hospitals' success in overcoming mass casualties or other emergencies 8 .…”

Section: Disaster Management Policy In Yogyakarta City Hospitalmentioning

confidence: 99%

Hospital Preparedness Level and Policy Implementation Analysis of Hospital Disaster Plan in RSUD Kota Yogyakarta

Geniosa¹,

Aini²

2020

J INDO HEALTH POLICY ADM

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Hospital is a public facility that must continue on full operation when a disaster occurs. In any disaster situation that results in a surge in patients, hospitals are expected to provide health services for the victims. This study uses mixed research methods. We combine qualitative methods using in-depth interviews and quantitative methods using questionnaires and hospital safety index scoring. The sample was taken by purposive sampling on hospitals’ management incorporated in the disaster management organization structure. The hospital safety index score result is 62.5%. The knowledge questionnaire results showed 77% percentage, meaning that the staff’s knowledge of disasters was excellent. RSUD Kota Yogyakarta’s Hospital Safety Index result means that it is still in category B. This category means that the hospital still has some risks affecting their maximum function in facing disaster.

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“…Public relations scholarship may solely focus on public-facing organizational risk manifestations, like security breaches, CEO credibility issues, or social media crises, but the process of engaging internal stakeholders as a best practice often is minimized or forgotten. For example, Liu et al (2018) found that when hospitals are experiencing a crisis, successful navigation of the crisis is dependent upon effective communication with internal stakeholders like nurses, doctors, and administrators. The inability to effectively communicate with internal stakeholders can lead to additional internal problems such as increase of risk to employees or patient care delays, which impacts the safety of both internal and external stakeholders (Liu et al, 2018).…”

Section: Rethinking the Locus Of Riskmentioning

confidence: 99%

Expanding the discussion on internal management of risk communication: A critique of the current risk communication literature

Lemon

VanDyke

2021

Public Relations Inquiry

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The purpose of this paper is to build from the infrastructural approach to risk communication, rethink the internal management of risk communication, and critique the current literature’s discussion of how risks emerge, the role of the risk communication manager, and the decentralization of the risk communication function. Some of the risk communication literature is too general in terms of recognizing the nuance of the locus of risk, and the role(s) of stakeholders and communicators, which limit understanding that could extend and enrich current risk communication literature. In doing so, the conceptualization of where risk may occur broadens and research-based recommendations are developed from varied contexts to offer specific guidelines for future research to better understand the role of “internal” in risk communication and its practice. All of these points are not to diminish previous risk communication scholarship, but rather to refine and complement the current understanding so the management and communication of risk continues to enhance society as a whole.

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Keeping hospitals operating during disasters through crisis communication preparedness

Cited by 30 publications

References 53 publications

The Conflicting Impact of COVID-19’s Health and Economic Crises on Helping

The Conflicting Impact of COVID-19’s Health and Economic Crises on Helping

Hospital Preparedness Level and Policy Implementation Analysis of Hospital Disaster Plan in RSUD Kota Yogyakarta

Expanding the discussion on internal management of risk communication: A critique of the current risk communication literature

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