Organizational change and everyday health system resilience: Lessons from Cape Town, South Africa
| dc.contributor.author | Gilson, Lucy L. | |
| dc.contributor.author | Lehmann, Uta | |
| dc.contributor.author | Ellokor, Soraya | |
| dc.date.accessioned | 2021-01-11T07:54:32Z | |
| dc.date.available | 2021-01-11T07:54:32Z | |
| dc.date.issued | 2020 | |
| dc.description.abstract | This paper reports a study from Cape Town, South Africa, that tested an existing framework of everyday health system resilience (EHSR) in examining how a local health system responded to the chronic stress of large-scale organizational change. Over two years (2017–18), through cycles of action-learning involving local managers and researchers, the authorial team tracked the stress experienced, the response strategies implemented and their consequences. The paper considers how a set of micro-governance interventions and mid-level leadership practices supported responses to stress whilst nurturing organizational resilience capacities. Data collection involved observation, in-depth interviews and analysis of meeting minutes and secondary data. Data analysis included iterative synthesis and validation processes. | en_US |
| dc.identifier.citation | Lehmann, U. et al. (2020). Organizational change and everyday health system resilience: Lessons from Cape Town, South Africa. Social Science and Medicine ,266,113407 | en_US |
| dc.identifier.issn | 1873-5347 | |
| dc.identifier.uri | 10.1016/j.socscimed.2020.113407 | |
| dc.identifier.uri | http://hdl.handle.net/10566/5626 | |
| dc.language.iso | en | en_US |
| dc.publisher | Elsevier | en_US |
| dc.subject | South Africa | en_US |
| dc.subject | Health system | en_US |
| dc.subject | Organizational framework | en_US |
| dc.subject | Chronic stress | en_US |
| dc.subject | Organizational resilience | en_US |
| dc.title | Organizational change and everyday health system resilience: Lessons from Cape Town, South Africa | en_US |
| dc.type | Article | en_US |