Mobile App in Health: Improving User Awareness Regarding Own Health

Knowledge is more and more a strategic resource for health organizations while information & communication technology earns an important role for sharing knowledge and information among people in and out organizations. these conditions satisfy specific demands related to the new emerging information needs, asking for a change in relationships and effective communication. so, the medicine apps represent an emerging and rapidly developing framework for health system, able to contribute to its quality and efficiency. The same u.s. supervisory authority activated in the last years an appropriate study in order to control the medical applications downloaded directly through mobile devices and able to influence health performance. this work - with a mixed approach - presents the results of the exploratory and descriptive studies in order to make clear the general dynamics and functionality of the medicine category apps

Digital (Re)Evolution In An Italian Public Administration: Some Implications In Pandemic Era

Nowadays, the COVID-19 pandemic condition has generated an acceleration of change in public administration. The challenges around the COVID‐19 pandemic have further spurred public organizations into action by increasing their awareness of the need to accelerate digital transformation. The digital revolution in public administration is defined as e-government . The context of public administration appears to be increasingly complex and requires skills able to better manage the digital transformation under-way. The role of the Human Resources Manager, in this particular historical phase, in which the work is digitalized, is transformed. The figure of the Human Resources Manager (HR Manager) overlaps with that of the Chief Digital Officier (CDO). In recent years, the role of the Chief Digital Officer has emerged and attracted scholars’ attention. However, the role of the CDO is still in its nascent and not well-defined stages, the role means different things for different organizations. On this basis, the main objective of the research is understanding if the HR manager is also a CDO in this historical phase in public organizations; trying to understand if the CDO is going to play the role of change agent in these organizations. This study is based on qualitative analysis

Digitalize Work in Health Organization during pandemic Covid-19

Covid-19 has impacted many aspects of daily life. The behaviors of organizations had to adopt this evolution. The Covid-19 emergency has put Smart Working at the center of attention. Working remotely made it possible to cope with the limitations due to the current health emergency while guaranteeing business continuity. This new intelligent mode is increasingly leading to the spread of autonomous, subjective and decentralized forms of work. Technological progress offers rapid access to information and reduces space-time constraints. Modern technologies put at the service of a new way of working, as experienced during the pandemic, allow the worker to manage the organization of space and the execution time of his employment in complete autonomy. On this basis, the work in progress study seeks to provide useful information to improve practices in the field of smart work, to better investigate the phenomenon in the healthcare sector, a field that has not been explored and debated in the literature

Knowledge management in virtual community: some implications in COVID-19 pandemic

To reduce the COVID-19 contagion, the organizations have had to implement new organizational models based on the technology intensive, social distance and the reduction of face-to-face contacts. These conditions have led to the creation of virtual communities. A Virtual Community (VC) can be defined as a social entity which, using ICT, allows the sharing and transfer of knowledge between members of the community, bridging the geographical distance. VC are based on a Human-Device-Human interaction. For this reason, VC are based on the continuous and active participation of members, a rapid access to shared knowledge and reciprocity of information. Also in the healthcare sector, there has been the creation of VC. A VC in the healthcare sector aims to share knowledge related to the delivery of health services, provide support and discuss problems related to health and treatment, share documents and consult doctors. Few studies have focused on the VC in the healthcare sector, from the perspective of knowledge management. This study aims to identify and understand the elements of the VC in the healthcare sector. An explorative-qualitative methodology was used. Mobile applications (M-apps) created by public authorities in Italy were analyzed. The results highlighted that the VC, through the M-apps, is a complex system characterized by a reciprocal relationship between the members. Some aspects, such as trust and functionality of the M-app and speed of response, can allow the success of the virtual community. M-apps are a useful tool for KM and enable to support healthcare sector

Impact of novel coronavirus Disease-19 (COVID-19) pandemic in Italian pediatric emergency departments: a national survey

BACKGROUND: Coronavirus Disease-19 (COVID-19) has rapidly become a pandemic emergency, distressing health systems in each affected country. Preparation strategies for managing this pandemic have been keys to face the COVID-19 surge all over the world and all levels of care.MATERIALS AND METHODS: During the epidemic, the Italian society of pediatric emergency-urgency (SIMEUP) promoted a national survey aiming to evaluate preparedness and response of pediatric emergency departments (PED) critical in ensuring optimal management of COVID-19 cases.RESULTS: Our results suggest that Italian PED have promptly set a proactive approach to the present emergency. 98.9% of the hospitals have defined special pathways and assistive protocols concerning the management of pediatric COVID-19 cases. The highest percentage of application of the measures for preventive and protective for COVID-19 concerned the use of personal protective equipments.CONCLUSIONS: Results show that the following measures for pediatric patients, admitted in PED, have been promptly implemented throughout the whole country: eg. use of protective devices, pre-triage of patients accessing the hospital. Despite COVID-19 being a new threat, we have shown that by developing an easy-to-follow decision algorithm and clear plans for the interventional platform teams, we can ensure optimal health care workers and patients' safety

Digitalize Work in Pandemic Time: Practices for Remote Working and Job Redesign in Public Organization

Thisresearchisdeterminedbytheinfluencethattherecentandunforeseeablepandemiccrisisishavingonorganizationsandhumanresource managementinpublicadministrations(Das,2020b).Thechapterstarget toidentifythechangesthathavetakenplaceinpublicorganizationsthat haveinitiatedthedigitizationofproductionprocesses,thischapteraims toofferanoverviewofthemaintheoreticalreferencesonthephenomena ofthedigitalizationofworkprocessesandremoteworkinpublicorganizationsbyanalyzingtheremoteworkingscenarioinformofacase.The casestudyconcerningtheChamberofCommerceofCatanzaro(CCIAA) allowedustoanalyzethenatureandscopealongwithvariousdynamics ofdigitalplatform-basedremoteworking. Thechaptercaricatureflowsinasequentialhierarchy.Firstly,it describesthedetailedliteraturereviewofrelatedanalysisondigitizationin publicorganizationsandnewformsofwork.Subsequently,themethodologyandthechapter’sobjectiveareillustrated;then,acasestudyis presented,followedbydiscussion.Finally,conclusionsandfutureresearch areasaresuggested

Decision making in adverse events: a selected literature review.

In the 21st century organizations have to face pressing "big challenges" (George et al., 2016). It includes adverse events such as global pandemics and climate change. The impacts of these adverse events lead organizations and decision makers to adopt new behaviours. Although these adverse events are inevitable, organizations do not respond in the same way. Some organizations are better able to withstand and recover from such shocks than others (Van der Vegt et.al, 2015). High-risk events that at first appear to cause only local and isolated effects can now increase in intensity and damage vital infrastructure affecting events on a national and global scale. McFarlane and Norris' (2006, p. 4) defined an adverse event as "a potentially traumatic event that is experienced collectively, has an acute onset, and is limited in time; it can be attributed to natural, technological or human causes" adverse event is caused by factors external to the system, unforeseen and requiring immediate action (examples include hurricanes, tsunamis, earthquakes, pandemics). The traditional way of dealing with adverse events is to develop approaches and systems to identify risks as such, in this way scholars have shifted their attention from identifying and mitigating risk to attempting to increase resilience (Sutcliffe & Vogus, 2003). The term resilience almost always has the positive connotation of flexibility and strengthening. The desired result is better than the preparation to face disruptive unexpected events. The purpose of this study is to understand the impact of strategic choices in response to adverse events on the life of organizations. Specifically, when their responses to adverse events are in not adaptive resilience way (inertia). In order to understand this, we based this study on a review of the literature specifically linked to adverse events and the way in which it’s possible to front them