NDLI: Healthcare organizations in crisis context: decision-making models and roles of CEOs

Content Provider	Springer Nature : BioMed Central
Author	Romiti, Anna Del Vecchio, Mario Cavicchi, Caterina Vagnoni, Emidia
Abstract	Background In times of crisis, decision-making can become a highly complex process that is shaped differently than in ordinary contexts. The literature presents different decision-making models that have not yet been thoroughly tested in practice. This paper aims to enhance our understanding of the distinctive characteristics of healthcare organizations’ decision-making models in crisis contexts, building upon and expanding the framework proposed by Arendt et al. (2005). Methods Based on a qualitative research design, data were collected through semi-structured interviews with 49 CEOs of Italian healthcare organizations, including both local health authorities and independent hospitals. Results CEOs’ decision-making processes demonstrated several commonalities: a shift from strategic issues to operational issues; a narrowed CEO focus on only a few areas of operations, and a significant concentration of the DMP in time and space. These shared elements provide insights into the nature of the centralization process adopted by CEOs in such situations. Additionally, we identified various decision-making models to manage the same crisis, with each model presenting a different level of involvement of other actors in the decision-making process, reflecting the CEO’s unique vision and background. Conclusions This research makes a significant contribution to the growing literature on crisis management in three key ways. First, it emphasizes the importance of analyzing the decision-making process through the combined lens of different dimensions and phases. Second, it enhances the Arendt et al. (2015) model to include multiple critical dimensions of the decision-making process beyond the initial focus on decentralization, and demonstrates how, in a crisis context, the actors involved by the CEOs diverge from the original framework. Third, it offers new insights into the variables affecting the roles of the CEOs and other key actors in crisis-related decision-making, transcending the boundaries of role theory. In terms of managerial implications, reflecting on and interpreting the core of the organization’s decision-making processes, can support top management teams in navigating change, providing them a more robust and rational base for guiding the transition to a post-crisis “new normal”.
Related Links	https://bmchealthservres.biomedcentral.com/counter/pdf/10.1186/s12913-025-12420-6.pdf
Ending Page	18
Page Count	18
Starting Page	1
File Format	HTM / HTML
ISSN	14726963
DOI	10.1186/s12913-025-12420-6
Journal	BMC Health Services Research
Issue Number	1
Volume Number	25
Language	English
Publisher	BioMed Central
Publisher Date	2025-02-18
Access Restriction	Open
Subject Keyword	Public Health Health Administration Health Informatics Nursing Research Crisis management Healthcare Decision-making process Decision-making models
Content Type	Text
Resource Type	Article
Subject	Health Policy

Sl.	Authority	Responsibilities	Communication Details
1	Ministry of Education (GoI), Department of Higher Education	Sanctioning Authority	https://www.education.gov.in/ict-initiatives
2	Indian Institute of Technology Kharagpur	Host Institute of the Project: The host institute of the project is responsible for providing infrastructure support and hosting the project	https://www.iitkgp.ac.in
3	National Digital Library of India Office, Indian Institute of Technology Kharagpur	The administrative and infrastructural headquarters of the project	Dr. B. Sutradhar bsutra@ndl.gov.in
4	Project PI / Joint PI	Principal Investigator and Joint Principal Investigators of the project	Dr. B. Sutradhar bsutra@ndl.gov.in Prof. Saswat Chakrabarti will be added soon
5	Website/Portal (Helpdesk)	Queries regarding NDLI and its services	support@ndl.gov.in
6	Contents and Copyright Issues	Queries related to content curation and copyright issues	content@ndl.gov.in
7	National Digital Library of India Club (NDLI Club)	Queries related to NDLI Club formation, support, user awareness program, seminar/symposium, collaboration, social media, promotion, and outreach	clubsupport@ndl.gov.in
8	Digital Preservation Centre (DPC)	Assistance with digitizing and archiving copyright-free printed books	dpc@ndl.gov.in
9	IDR Setup or Support	Queries related to establishment and support of Institutional Digital Repository (IDR) and IDR workshops	idr@ndl.gov.in

Dealing with pluralism: the managerial work of CEOs in Italian public healthcare organizations

Challenges of using evidence in managerial decision-making of the primary health care system

Shared decision making in designing new healthcare environments—time to begin improving quality

An overview of patient involvement in healthcare decision-making: a situational analysis of the Malaysian context

Disinvestment in healthcare: an overview of HTA agencies and organizations activities at European level

Use of Artificial Intelligence tools in supporting decision-making in hospital management

COVID-19 healthcare success or failure? Crisis management explained by dynamic capabilities

Understanding middle managers’ influence in implementing patient safety culture

Internists’ and intensivists’ roles in intensive care admission decisions: a qualitative study

Healthcare organizations in crisis context: decision-making models and roles of CEOs

Similar Documents

Dealing with pluralism: the managerial work of CEOs in Italian public healthcare organizations

Challenges of using evidence in managerial decision-making of the primary health care system

Shared decision making in designing new healthcare environments—time to begin improving quality

An overview of patient involvement in healthcare decision-making: a situational analysis of the Malaysian context

Disinvestment in healthcare: an overview of HTA agencies and organizations activities at European level

Use of Artificial Intelligence tools in supporting decision-making in hospital management

COVID-19 healthcare success or failure? Crisis management explained by dynamic capabilities

Understanding middle managers’ influence in implementing patient safety culture

Internists’ and intensivists’ roles in intensive care admission decisions: a qualitative study

Healthcare organizations in crisis context: decision-making models and roles of CEOs