This paper reports the results of an explorative case study in an Italian hospital and presents a conceptual framework for healthcare resilience, which clarifies why and how healthcare structures need to be resilient in order to fully deal with clinical risk. In other words, it is not sufficient to take the “path to zero harm”. Healthcare companies have also to pursue strategies for maximizing the organizational resilience, in terms of resistance, reliability, redundancy and flexibility. This is quite important because, no matter which CRM technique and/or best practice is adopted, sometime adverse events occur. And, in this case, being resilient can help in dampening their negative consequences. By extending the focus of traditional clinical risk management to different kinds of risk sources (not just patient safety threats) and to different kinds of risk minimization strategies (not just minimize the likelihood of occurrence but also the risk magnitude) this paper contributes to the literatures on operations management in healthcare. The conceptualization of “healthcare resilience” and the in-depth case results allow us to offer a number of suggestions and ideas for developing further research in the field of healthcare operations management.
|Numero di pagine||10|
|Stato di pubblicazione||Published - 2016|