Trust building in a Norwegian municipal acute ward

Gjerstad, Brita; Nødland, Svein Ingve; Теиг, Ингер Лисе

doi:10.1108/jhom-11-2019-0334

Cited by 4 publications

(6 citation statements)

References 10 publications

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“…27 Associations between patient trust in governmental information and high compliance have previously been found. 30 , 31 Our finding that Norwegian GPs generally trusted information from the medical authorities and their medical association can be seen to reflect a well-functioning system for crisis-related communication in the healthcare system.…”

Section: Discussionmentioning

confidence: 79%

Primary care gatekeeping during the COVID-19 pandemic: a survey of 1234 Norwegian regular GPs

Norberg,

Johnsen,

Kristiansen

et al. 2023

BJGP Open

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BackgroundIn the Nordic healthcare systems, general practitioners (GPs) regulate access to secondary health services as gatekeepers. Limited knowledge exists about the gatekeeper role of GPs during public health crises seen from the GPs’ perspective.AimTo document GPs’ gatekeeper role and organisational changes during the initial Covid-19 lockdown in Norway.Design & settingA cross-sectional online survey was addressed to all regular Norwegian GPs (n = 4858) during pandemic lockdown in spring 2020.MethodEach GP documented how patients with potential Covid-19 disease were triaged and handled during a full regular workday. The survey also covered workload, organisational changes and views on advice given by the authorities.ResultsA total of 1,234 (25%) of Norway’s GPs participated. Together, they documented nearly 18,000 consultations, of which 65% were performed digitally (video, text, and telephone). Suspected Covid-19 symptoms were reported in 11% of the consultations. Nearly all these patients were managed in primary care, either in regular GP offices (56%) or GP-run municipal respiratory clinics (41%), while 3.7% (n=73) were admitted to hospitals. The GPs proactively contacted an average of 0.8 at-risk patients per day. While 84% were satisfied with the information provided by the medical authorities, only 20% were able to reorganise their practice in accordance with national recommendations.ConclusionDuring the early stage of the Covid-19 pandemic in Norway, the vast majority of patients with Covid-19-suspected symptoms were handled in primary care. This is likely to have protected secondary health services from potentially detrimental exposure to contagion and breakdown of capacity limits.

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Section: Discussionmentioning

confidence: 79%

Primary care gatekeeping during the COVID-19 pandemic: a survey of 1234 Norwegian regular GPs

Norberg,

Johnsen,

Kristiansen

et al. 2023

BJGP Open

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“…Therefore, developing a long-term sustainability culture becomes a corporate strategy (Avery and Bergsteiner, 2011a, c; Suriyankietkaew, 2019b). Finally, fostering trust, coordination and sharing information about the corporate goals, strategies and tactics become necessary to improve performance (De Zulueta, 2016; Gjerstad et al. , 2020).…”

Section: Discussion and Managerial Implicationsmentioning

confidence: 99%

“…It can enhance the quality of care, trusting positive work engagement, employee motivation and performance outcomes (Akerjordet et al. , 2018; Gjerstad et al. , 2020; Vainieri et al.…”

Section: Introductionmentioning

confidence: 99%

“…Leadership is critical for health-related workplaces (Avery, 2016;Huikko-Tarvainen et al, 2021). It can enhance the quality of care, trusting positive work engagement, employee motivation and performance outcomes (Akerjordet et al, 2018;Gjerstad et al, 2020;Vainieri et al, 2019). Moreover, the literature highlights that high-performing health-care firms lead through sharing vision and strategy to enhance high-quality, compassionate care (De Zulueta, 2015.…”

Section: Introductionmentioning

confidence: 99%

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Strategic leadership and management factors driving sustainability in health-care organizations in Thailand

Suriyankietkaew

Kungwanpongpun

2021

JHOM

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Purpose This empirical study aims to identify the essential strategic leadership and management factors underlying sustainability in healthcare. It also examines which factors drive sustainability performance outcomes (SPO) in health-care organizations, an analysis lacking to date. It provides a strategic leadership and management perspective toward sustainable healthcare, responding to the United Nations Sustainable Development Goals.Design/methodology/approachThe investigation adopted Sustainable Leadership as its research framework. Using a cross-sectional survey, 543 employees working in health-care and pharmaceutical companies in Thailand voluntarily provided responses. Factor analyses and structural equation modeling were employed.Findings The results revealed an emergent research model and identified 20 unidimensional strategic leadership and management factors toward sustainability in healthcare. The findings indicate significant positive effects on SPO in health-care organizations. Significant factors include human resource management/development, ethics, quality, environment and social responsibility, and stakeholder considerations.Research limitations/implicationsThe study was conducted in one country. Future studies should examine these relationships in diverse contexts. In practice, health-care firms should foster significant strategic leadership and management practices to improve performance outcomes for sustainability in healthcare.Originality/value This paper is the first empirical, multidisciplinary study with a focus on strategic leadership, health-care management and organizational sustainability. It identifies a proxy for measuring the effects of essential strategic leadership and managerial factors for sustainability in pharmaceutical health-care companies. It advances our currently limited knowledge and provides managerial implications for improving performance outcomes toward sustainable healthcare.

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“…Trust concerns relationships of reliance, for instance, organisations and people (Gjerstad et al, 2020; Sacchetti and Catturani, 2021). These relationships of reliance are described by both the term confidence and the term trust .…”

Section: Theoretical Approachmentioning

confidence: 99%

Independence, trust, and loyalty. The county governor's coordination of public and voluntary resources in crises in Norway

Aasland

Braut

2022

Contingencies & Crisis Mgmt

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Collaboration and communication are crucial factors in handling crises, whether the crisis is a serious landslide requiring emergency response for several days or a pandemic lasting for months. This article describes and analyses the governmental relationship with the local communities in critical situations with the COVID-19 pandemic as a case. In the Norwegian administrative organisation, the county governors have a defined role in their emergency responsibilities, including being chairpersons of the County Emergency Council (CEC). The Norwegian emergency system is organised with samvirke (translated to English as coordinated cooperation) as a core constituency. In this system, voluntary organisations have a formalised role in taking an active part in crisis handling. The inclusion of voluntary organisations in the CEC, as seen by the county governors, is used as a case study. The challenges of collaboration can be analysed using the terms independence, trust, and loyalty. Data are collected from governing documents and interviews with the county governors. The main factor in successful coordination is the governors' ability to support the municipalities and the local communities. They must balance between wants of independence and state control. The art of this balancing act is the topic of this article.

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Trust building in a Norwegian municipal acute ward

Cited by 4 publications

References 10 publications

Primary care gatekeeping during the COVID-19 pandemic: a survey of 1234 Norwegian regular GPs

Primary care gatekeeping during the COVID-19 pandemic: a survey of 1234 Norwegian regular GPs

Strategic leadership and management factors driving sustainability in health-care organizations in Thailand

Independence, trust, and loyalty. The county governor's coordination of public and voluntary resources in crises in Norway

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