Strategic preparation for crisis management in hospitals: empirical evidence from Egypt

Strategic preparation for crisis management in hospitals: empirical evidence from Egypt This study examines Egyptian managers' perceptions of their hospitals' preparation for crisis management. A total of 259 participants completed a 24‐item Strategic Preparation for Crisis Management (SPCM) instrument. The instrument was found to be valid and reliable in a non‐Western context. The study detected a positive relationship between long‐term strategy and crisis readiness. A significant statistical relationship was also found between external strategic orientation and crisis readiness. Finally, organizational complexity was found to be significantly and negatively associated with perceived crisis readiness. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Disaster Prevention and Management Emerald Publishing

Strategic preparation for crisis management in hospitals: empirical evidence from Egypt

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Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
0965-3562
DOI
10.1108/09653560410568525
Publisher site
See Article on Publisher Site

Abstract

This study examines Egyptian managers' perceptions of their hospitals' preparation for crisis management. A total of 259 participants completed a 24‐item Strategic Preparation for Crisis Management (SPCM) instrument. The instrument was found to be valid and reliable in a non‐Western context. The study detected a positive relationship between long‐term strategy and crisis readiness. A significant statistical relationship was also found between external strategic orientation and crisis readiness. Finally, organizational complexity was found to be significantly and negatively associated with perceived crisis readiness.

Journal

Disaster Prevention and ManagementEmerald Publishing

Published: Dec 1, 2004

Keywords: Disasters; Chaos theory; Hospitals; Egypt; Strategic planning

References

  • Organizational adaptation to crises: mechanisms of coordination and structural change
    Dynes, R.; Aguirre, B.E.
  • Do managers and strategies matter?
    Greening, D.; Johnson, R.
  • Strategic control systems and relative R&D investment in large multiproduct firms
    Hoskisson, R.; Hitt, M.
  • A strawman speaks up: comments on the limits of safety
    La Porte, T.
  • Chaos theory as a model for managing issues and crises
    Murphy, P.
  • Disaster crisis management: a summary of research findings
    Quarantelli, E.
  • Executives' orientation as indicators of crisis management policies and practices
    Sheaffer, Z.; Mano‐Negrin, R.

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