Operational Agility During Covid-19 Health Emergency: A Complex Adaptive System (Cas) Perspective.
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Date
2022-03-18
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Makerere University Business School
Abstract
The study examined the relationship between coevolution, organizational capacity building and logistics capabilities on operational agility of both private and government hospitals in handling responsiveness and flexibility of health emergencies related to Covid -19 in Uganda. The study was anchored on reports that there was lack of responsiveness and flexibility in regard to health emergencies related to Covid-19 in health facilities providing Covid-19 emergency treatment in Uganda leading to rigidity in decision making as hospitals were not dynamic to respond to this peculiar emergency. The study adopted a cross-sectional survey design with a quantitative research pattern. The unit of analysis were 74 private and government hospitals selected by the Ministry of Health to provide Covid-19 emergency treatment in Uganda. The unit of inquiry were 2 employees who were either a doctor, a nurse, an ambulance driver, or any employee who managed logistics in the hospital. Two employees were selected from each of 74 hospitals which totaled to 148 respondents. Using a quantitative cross-sectional survey, the study realized a response rate of 61% for the unit of analysis and 95% for the unit of inquiry. A positive significant relationship was established between coevolution and logistics capabilities, organization capacity building and logistics capabilities, and logistics capabilities and operational agility. Coevolution and organizational capacity building as well as operational agility were found to be insignificant. For Uganda’s health sector to swiftly respond to any emergency, outbreaks and pandemics like Covid-19 emergencies, there is a need to reinforce its organizational capacity and logistic capabilities.
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This is a master's thesis.
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Citation
Binen, R. (2022). Operational Agility During Covid-19 Health Emergency: A Complex Adaptive System (Cas) Perspective. (Unpublished master's dissertation). Makerere University Business School, Kampala, Uganda.