Vesna Cado - Academia.edu (original) (raw)
Papers by Vesna Cado
Journal of Patient Experience, 2022
Apparently, COVID-19 virus will remain a health threat longer than we expected. Hospitals were fo... more Apparently, COVID-19 virus will remain a health threat longer than we expected. Hospitals were forced to implement a strategy anticipating disruption versus reacting to disruption to stay operational and help those in need of medical care. They needed to undertake urgent measures to redesign hospitals’ physical environment, adapt communication models to respond to social distancing requirements, apply virtual health solutions, and enforce new clinical protocols. But what they hoped would be a transition phase has become their future reality. Pandemic accelerated actions that many of us thought would take decades to take hold. Lessons learned during the crises are urging hospitals to reinvent strategies if they want to retain and upgrade their sustainability and competitiveness on the market. Read on 4 main trends that will drive future hospitals:
Patient Experience Journal, 2020
COVID-19 was a wake-up call, changing the world we know and our experiences in every possible way... more COVID-19 was a wake-up call, changing the world we know and our experiences in every possible way. Healthcare systems, as the most exposed and stressed in this situation, were called to urgently respond to the new reality. Physical distancing and stay-at-home directives have flattened the curve and decreased the risk of viral transmission but also decreased the clinical volume in eye care medical practice. Hospitals must work hard to find a balance in responding to the pandemic while providing quality care and positive patient experiences. Previous research on crises has been mostly focused on implementing crisis management strategies to handle the threat against citizens' health, within a relatively bounded geographic area. Novel COVID-19 virus struck globally and urged the need for additional knowledge and practice to successfully manage world crises and create positive patient experiences in a pandemic. The Case of Eye Hospital Sistina Oftalmologija in N. Macedonia answers the call by suggesting four managerial best practices that provide its patients with positive experiences during the pandemic by addressing organizational changes, engaging employees, improving communication with patients and recognizing its social responsibilities. This study also offers recommendations for further action in communication and digital transformations related to acute and long-term care and suggests questions for further exploration. Findings provide important insights for medical institutions and health care providers.
Journal of Business Research, 2019
Abstract This study introduces the notion of “moments of care,” which describe short-lived and pr... more Abstract This study introduces the notion of “moments of care,” which describe short-lived and prosocial interpersonal interactions between healthcare consumers and medical staff, as individually defined luxuries. Findings from 30 phenomenological interviews with patients of a luxury ophthalmic clinic reveal that healthcare consumers experience moments of care through (1) authentic presence, (2) balanced power relationship, and (3) interpersonal synchrony. This study contributes a phenomenological experiential perspective to the growing body of research on unconventional aspects of luxury by showing that experiencing humanity in interpersonal interactions is “true luxury” and surpasses material luxury. The findings provide a valuable source of inspiration for private and public medical institutions as well as for branded service providers.
IJQHC Communications
COVID-19, digitalization, and positive patient experiences When people trust, they commit. When c... more COVID-19, digitalization, and positive patient experiences When people trust, they commit. When committed, they are efficient. When efficient, goals are attained. Hospitals that build a culture of trust with their employees, patients, and wider communities create long-term relationships and improve the competitive edge of their business. One of the most used definitions of trust defines the concept as confidence in the reliability and integrity of the exchange partner [1]. In their definition, Morgan and Hunt [1], associated trust with helpfulness, competency, responsibility, benevolence, honesty, and fairness as its vital components. Other researchers further define trust as a company's ability to respond to consumer needs in risky situations [2]. Companies that will put the interest and welfare of their consumers, employees, and wider community before their profits, particularly in times of healthcare crises, earn their trust and loyalty. A recent study published in the Harvard Business Review (HBR) [3] found that high-trust organizations have stronger performance due to higher employee productivity, a climate of
Journal of Patient Experience, 2022
Apparently, COVID-19 virus will remain a health threat longer than we expected. Hospitals were fo... more Apparently, COVID-19 virus will remain a health threat longer than we expected. Hospitals were forced to implement a strategy anticipating disruption versus reacting to disruption to stay operational and help those in need of medical care. They needed to undertake urgent measures to redesign hospitals’ physical environment, adapt communication models to respond to social distancing requirements, apply virtual health solutions, and enforce new clinical protocols. But what they hoped would be a transition phase has become their future reality. Pandemic accelerated actions that many of us thought would take decades to take hold. Lessons learned during the crises are urging hospitals to reinvent strategies if they want to retain and upgrade their sustainability and competitiveness on the market. Read on 4 main trends that will drive future hospitals:
Patient Experience Journal, 2020
COVID-19 was a wake-up call, changing the world we know and our experiences in every possible way... more COVID-19 was a wake-up call, changing the world we know and our experiences in every possible way. Healthcare systems, as the most exposed and stressed in this situation, were called to urgently respond to the new reality. Physical distancing and stay-at-home directives have flattened the curve and decreased the risk of viral transmission but also decreased the clinical volume in eye care medical practice. Hospitals must work hard to find a balance in responding to the pandemic while providing quality care and positive patient experiences. Previous research on crises has been mostly focused on implementing crisis management strategies to handle the threat against citizens' health, within a relatively bounded geographic area. Novel COVID-19 virus struck globally and urged the need for additional knowledge and practice to successfully manage world crises and create positive patient experiences in a pandemic. The Case of Eye Hospital Sistina Oftalmologija in N. Macedonia answers the call by suggesting four managerial best practices that provide its patients with positive experiences during the pandemic by addressing organizational changes, engaging employees, improving communication with patients and recognizing its social responsibilities. This study also offers recommendations for further action in communication and digital transformations related to acute and long-term care and suggests questions for further exploration. Findings provide important insights for medical institutions and health care providers.
Journal of Business Research, 2019
Abstract This study introduces the notion of “moments of care,” which describe short-lived and pr... more Abstract This study introduces the notion of “moments of care,” which describe short-lived and prosocial interpersonal interactions between healthcare consumers and medical staff, as individually defined luxuries. Findings from 30 phenomenological interviews with patients of a luxury ophthalmic clinic reveal that healthcare consumers experience moments of care through (1) authentic presence, (2) balanced power relationship, and (3) interpersonal synchrony. This study contributes a phenomenological experiential perspective to the growing body of research on unconventional aspects of luxury by showing that experiencing humanity in interpersonal interactions is “true luxury” and surpasses material luxury. The findings provide a valuable source of inspiration for private and public medical institutions as well as for branded service providers.
IJQHC Communications
COVID-19, digitalization, and positive patient experiences When people trust, they commit. When c... more COVID-19, digitalization, and positive patient experiences When people trust, they commit. When committed, they are efficient. When efficient, goals are attained. Hospitals that build a culture of trust with their employees, patients, and wider communities create long-term relationships and improve the competitive edge of their business. One of the most used definitions of trust defines the concept as confidence in the reliability and integrity of the exchange partner [1]. In their definition, Morgan and Hunt [1], associated trust with helpfulness, competency, responsibility, benevolence, honesty, and fairness as its vital components. Other researchers further define trust as a company's ability to respond to consumer needs in risky situations [2]. Companies that will put the interest and welfare of their consumers, employees, and wider community before their profits, particularly in times of healthcare crises, earn their trust and loyalty. A recent study published in the Harvard Business Review (HBR) [3] found that high-trust organizations have stronger performance due to higher employee productivity, a climate of