Healthcare Resilience after Crisis: What Makes a Health System Adaptive?
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https://doi.org/10.65166/1r94qv34关键词:
health system resilience, adaptive capacity, crisis response, health system governance, post-crisis recovery, institutional learning, healthcare workforce flexibility摘要
Health systems facing crisis exposure—whether from pandemics, armed conflict, or economic collapse—vary considerably in whether adaptive responses enacted during the acute phase translate into lasting institutional change or dissipate once conditions stabilize. This paper synthesizes conceptual and empirical literature on health system resilience to address a specific problem: what distinguishes health systems that convert crisis-period adaptation into durable transformation from those that revert to pre-crisis fragility. Drawing on five literature themes—definitional conceptualizations of resilience, structural vulnerabilities exposed by crisis, governance mechanisms of adaptive response, resource and workforce flexibility, and institutional learning—the paper develops an integrative framework, the Adaptive Conversion Pathway, comprising four stages: pre-crisis configuration, crisis-phase enactment, post-crisis conversion, and resulting trajectory. The synthesis indicates that enactment capacity, the ability to reconfigure governance and redeploy resources during acute crisis, is comparatively well documented and appears attainable across diverse settings, whereas conversion, the translation of that enactment into standing institutional capacity, is markedly less evidenced and appears to function as the pathway's principal bottleneck. A related proposition, termed the adaptive rigidity paradox, suggests that flexibility mechanisms adopted under crisis pressure carry an inherent tendency to harden into fixed arrangements once formalized. A typology distinguishing reversion, partial retention, and consolidation as post-crisis trajectories is proposed to organize this variation. The paper concludes that reversion, rather than transformation, constitutes the literature's modal finding, with implications for how governance design, workforce policy, and institutional monitoring should be oriented toward the comparatively neglected post-crisis period.
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