Abstract：
BACKGROUND: Although the COVID-19 pandemic required community pharmacies to implement several adaptation strategies to ensure medicines\' and services\' availability, related empirical research based on crisis management theory is lacking.
OBJECTIVE: This study sought to holistically depict crisis management in Finnish community pharmacies and explore whether (1) pre-existing crisis plans, (2) crisis teams, (3) shared decision-making or (4) collaboration and communication with external stakeholders can protect staff resilience, pharmacy owners\' resilience, organisational cohesion (\'team spirit\') and pharmacies\' resources or finances during the pandemic.
METHODS: A cross-sectional survey was developed based on the crisis management process model and sent to Finnish community pharmacy owners (n = 602) during the pandemic\'s second wave in October-November 2020. Descriptive statistics were calculated, and logistic regression analysis was performed to explore effects of crisis management efforts. Open-field responses were analysed qualitatively using deductive content analysis.
RESULTS: In total, 221 (36.7 %) pharmacy owners participated in the study. Pharmacies responded to the pandemic with increased order volumes and new suppliers, home deliveries and remote consultations, hand sanitiser production and additional customer counselling concerning the COVID-19. Shared decision-making with pharmacy colleagues (p = 0.025) and collaboration with peers or stakeholders in the supply chain (p = 0.015) protected pharmacy owners\' resilience during the pandemic. Additionally, shared decision-making protected pharmacies\' finances (p = 0.040). Crisis teams or collaboration with social and healthcare operators did not provide advantage to pharmacies. However, pre-existing pandemic plans associated with reduction of pharmacies\' resources (p = 0.006).
CONCLUSIONS: Community pharmacies responded to the COVID-19 pandemic with several measures to ensure the continuity of pharmaceutical services and care and the availability of medicines, disinfectants and personal protective equipment. Developing shared decision-making in pharmacies and active collaboration with peers and supply-chain stakeholders could improve pharmacies\' finances and their owners\' resilience in future crises.
OBJECTIVE: This study sought to holistically depict crisis management in Finnish community pharmacies and explore whether (1) pre-existing crisis plans, (2) crisis teams, (3) shared decision-making or (4) collaboration and communication with external stakeholders can protect staff resilience, pharmacy owners\' resilience, organisational cohesion (\'team spirit\') and pharmacies\' resources or finances during the pandemic.
METHODS: A cross-sectional survey was developed based on the crisis management process model and sent to Finnish community pharmacy owners (n = 602) during the pandemic\'s second wave in October-November 2020. Descriptive statistics were calculated, and logistic regression analysis was performed to explore effects of crisis management efforts. Open-field responses were analysed qualitatively using deductive content analysis.
RESULTS: In total, 221 (36.7 %) pharmacy owners participated in the study. Pharmacies responded to the pandemic with increased order volumes and new suppliers, home deliveries and remote consultations, hand sanitiser production and additional customer counselling concerning the COVID-19. Shared decision-making with pharmacy colleagues (p = 0.025) and collaboration with peers or stakeholders in the supply chain (p = 0.015) protected pharmacy owners\' resilience during the pandemic. Additionally, shared decision-making protected pharmacies\' finances (p = 0.040). Crisis teams or collaboration with social and healthcare operators did not provide advantage to pharmacies. However, pre-existing pandemic plans associated with reduction of pharmacies\' resources (p = 0.006).
CONCLUSIONS: Community pharmacies responded to the COVID-19 pandemic with several measures to ensure the continuity of pharmaceutical services and care and the availability of medicines, disinfectants and personal protective equipment. Developing shared decision-making in pharmacies and active collaboration with peers and supply-chain stakeholders could improve pharmacies\' finances and their owners\' resilience in future crises.
摘要：
背景：尽管COVID-19大流行要求社区药房实施几种适应策略，以确保药物和服务的可用性，缺乏基于危机管理理论的相关实证研究。
目的：本研究旨在全面描述芬兰社区药房的危机管理，并探讨是否（1）预先存在的危机计划，（2）危机小组，（3）共同决策或（4）与外部利益相关者的协作和沟通可以保护员工的韧性，药房所有者的韧性，大流行期间的组织凝聚力(“团队精神”)和药房资源或财务。
方法：根据危机管理过程模型制定了一项横断面调查，并在2020年10月至11月疫情第二波疫情期间发送给芬兰社区药房所有者（n=602）。计算了描述性统计数据，并进行逻辑回归分析以探讨危机管理工作的效果。使用演绎内容分析对开场反应进行定性分析。
结果：总计，221（36.7％）药房所有者参与了这项研究。药房以增加的订单量和新的供应商来应对大流行，送货上门和远程咨询，手消毒剂生产和有关COVID-19的额外客户咨询。与药房同事的共同决策（p=0.025）以及与供应链中的同行或利益相关者的合作（p=0.015）在大流行期间保护了药房所有者的复原力。此外,共享决策受保护的药房财务(p=0.040)。危机团队或与社会和医疗保健运营商的合作并没有为药房提供优势。然而,先前存在的与药房资源减少相关的大流行计划(p=0.006)。
结论：社区药房对COVID-19大流行采取了若干措施，以确保药学服务和护理的连续性以及药物的可用性，消毒剂和个人防护设备。在药房制定共同决策，并与同行和供应链利益相关者积极合作，可以改善药房的财务状况及其所有者在未来危机中的应变能力。
目的：本研究旨在全面描述芬兰社区药房的危机管理，并探讨是否（1）预先存在的危机计划，（2）危机小组，（3）共同决策或（4）与外部利益相关者的协作和沟通可以保护员工的韧性，药房所有者的韧性，大流行期间的组织凝聚力(“团队精神”)和药房资源或财务。
方法：根据危机管理过程模型制定了一项横断面调查，并在2020年10月至11月疫情第二波疫情期间发送给芬兰社区药房所有者（n=602）。计算了描述性统计数据，并进行逻辑回归分析以探讨危机管理工作的效果。使用演绎内容分析对开场反应进行定性分析。
结果：总计，221（36.7％）药房所有者参与了这项研究。药房以增加的订单量和新的供应商来应对大流行，送货上门和远程咨询，手消毒剂生产和有关COVID-19的额外客户咨询。与药房同事的共同决策（p=0.025）以及与供应链中的同行或利益相关者的合作（p=0.015）在大流行期间保护了药房所有者的复原力。此外,共享决策受保护的药房财务(p=0.040)。危机团队或与社会和医疗保健运营商的合作并没有为药房提供优势。然而,先前存在的与药房资源减少相关的大流行计划(p=0.006)。
结论：社区药房对COVID-19大流行采取了若干措施，以确保药学服务和护理的连续性以及药物的可用性，消毒剂和个人防护设备。在药房制定共同决策，并与同行和供应链利益相关者积极合作，可以改善药房的财务状况及其所有者在未来危机中的应变能力。
