The COVID-19 pandemic has led to radical transformations in the organisation

and delivery of health and care services across the world. In many countries,

policy makers have rushed to re-organise care services to meet the surge demand

of COVID-19, from re-purposing existing services to creating new field hospitals.

Such strategies signal important and sweeping changes in the organisation of

both COVID and non-COVID care, whilst asking more fundamental questions

about the long-term organisation of care after COVID. In some contexts, the

pandemic has exposed the fragilities and vulnerabilities of care systems, whilst

in others, it has shown how services are organised to be more resilient and

adaptive to unanticipated pressures.

The COVID-19 pandemic presents a rare opportunity to examine empirically and

to develop new theoretical frameworks on how and why health systems adaptto

such unusual and intense pressures. International contributors consider how

responses to COVID-19 are transforming the organisation and governance of

health and care services and explore questions around strategic leadership at

local, regional, national and transnational level. The book offers unique insight

and analysis on the dynamics of policy-making, the organisation and governance

of care organisations, the role of technologies in governing, the changing role of

professionals and the possibilities for more resilient care systems.

Justin Waringis Professor of Medical Sociology and Healthcare Organisation at

the Health Services Management Centre, University of Birmingham, and is Visiting

Jean-Louis Denisholds the Canada research chair (tier I) on Health System

Design and Adaptation. He is Senior Scientist, Health System and Innovation at

the Research Center of the CHUM (CRCHUM), and Visiting Professor, Department

of Management, Kings College London.

Anne Pedersenis Professor at Copenhagen Business School.

Tim Tenbenselis an Associate Professor at the University of Aucklands School

of Population Health.

Chapter 1: Introduction.- Chapter 2: Intra-Crisis Policy Transfer: the case of COVID-19 in the UK.- Chapter 3: Whose science has been followed?  The organisation of scientific advice to the UK government in the COVID-19 response.- Chapter 4: Learning from history or reacting to events? Colombia's navigation of major system change in response to COVID-19.- Chapter 5: COVID-19 and the flexibility of the bureaucratic ethos.- Chapter 6: Dancing with a Virus: Finding new Rhythms of Organizing and Caring in Dutch Hospitals.- Chapter 7:  Professional engagement in management: learnings from the COVID-19 crisis in France.- Chapter 8. Theorizing reorganisations of care: Boundary work and the professions during Ontarios COVID-19 response.- Chapter 9: The impact of COVID-19 on primary care practitioners: transformation, upheaval and uncertainty.- Chapter 10: Professionalism in a pandemic: shifting perceptions of nursing through social media.- Chapter 11: Population health managementin the NHS: what can we learn from COVID-19?.- Chapter 12: The temporal dimensions of health technology adoption during the Covid-19 pandemic: revisiting Rogers diffusionist innovation theory. Chapter 13: The Politics of life and death in the time of COVID-19.- Chapter 14: Rapid impact organisation behaviour (RIOB) research for responses by healthcare organisations to evolving crises (SARS COV-2 pandemic): Examples of a new OB specialty.- Chapter 15: Will the new become the normal? Exploring Sustainability of Rapid Health System Transformations