COMPONENTS OF ORGANIZATIONAL RESILIENCE OF HEALTHCARE FACILITIES IN EMERGENCY SITUATIONS

Abstract

Introduction. The organizational resilience of healthcare facilities in emergency situations is of particular importance for health systems operating in an environment of multiple shocks, including pandemics, technological and natural hazards, armed conflicts, and prolonged infrastructure disruptions. Under such conditions, healthcare institutions are expected not only to maintain continuity of service delivery but also to adapt rapidly to change, reallocate resources, sustain workforce capacity, and preserve public trust in the health system. At the same time, the academic literature lacks a unified understanding of the content of organizational resilience in healthcare facilities, while different approaches to defining its elements, components, and dimensions complicate the development of universal assessment models and management decision-making frameworks.

Purpose. The purpose of the article is to substantiate the theoretical foundations of organizational resilience of healthcare facilities in emergency situations, systematize its key components, and identify public administration factors that influence the ability of healthcare institutions to maintain functionality under crisis conditions.

Materials and Methods. The study is descriptive and analytical in nature and combines a theoretical synthesis of scholarly approaches to hospital resilience, crisis management, and health system resilience with selected results of an expert survey of managers and representatives of healthcare facilities in Ukraine conducted in 2025. To systematize the components of organizational resilience, the study uses the 6S hospital resilience model, presented in analytical materials of the WHO Regional Office for the Eastern Mediterranean, which includes space, supplies, staff, systems, strategies, and services. Empirical results were processed using descriptive statistics and integral indices based on a five-point scale.

Results. The article summarizes contemporary approaches to distinguishing absorptive, adaptive, and transformative resilience and demonstrates their manifestations across the phases of the crisis cycle: anticipation, preparedness, response, recovery, and learning. It is argued that the organizational resilience of healthcare facilities is formed as an interrelated combination of physical, resource, workforce, psychological, and managerial preparedness for crises. Based on integral indices, an asymmetric resilience profile was identified: a relatively higher level of material and technical provision is combined with lower indicators of financial, energy, psychological, and institutional resilience. This indicates that the availability of equipment and basic infrastructure alone does not guarantee the stable functioning of a healthcare facility without adequate public administration coordination, financial support, workforce reserves, and effective interaction with public authorities.

Prospects. Further research should focus on developing risk-sensitive tools for assessing the organizational resilience of healthcare facilities, adapted to martial law conditions, resource constraints, and regional disparities. The practical value of such tools lies in their potential use for vulnerability monitoring, reserve planning, improvement of interagency coordination, and development of more targeted public policy in the field of healthcare.