Organizational change and everyday health system resilience: Lessons from Cape Town, South Africa

dc.contributor.authorGilson, Lucy L.
dc.contributor.authorLehmann, Uta
dc.contributor.authorEllokor, Soraya
dc.date.accessioned2021-01-11T07:54:32Z
dc.date.available2021-01-11T07:54:32Z
dc.date.issued2020
dc.description.abstractThis 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.citationLehmann, U. et al. (2020). Organizational change and everyday health system resilience: Lessons from Cape Town, South Africa. Social Science and Medicine ,266,113407en_US
dc.identifier.issn1873-5347
dc.identifier.uri10.1016/j.socscimed.2020.113407
dc.identifier.urihttp://hdl.handle.net/10566/5626
dc.language.isoenen_US
dc.publisherElsevieren_US
dc.subjectSouth Africaen_US
dc.subjectHealth systemen_US
dc.subjectOrganizational frameworken_US
dc.subjectChronic stressen_US
dc.subjectOrganizational resilienceen_US
dc.titleOrganizational change and everyday health system resilience: Lessons from Cape Town, South Africaen_US
dc.typeArticleen_US

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