Orchestrating leadership communication during hospital incident command activation: A grounded theory study
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Autor:in (Körperschaft)
Publikationsdatum
08.2026
Typ der Arbeit
Studiengang
Typ
01A - Beitrag in wissenschaftlicher Zeitschrift
Herausgeber:innen
Herausgeber:in (Körperschaft)
Betreuer:in
Übergeordnetes Werk
International Journal of Disaster Risk Reduction
Themenheft
DOI der Originalpublikation
Link
Zugehörige Forschungsdaten
Reihe / Serie
Reihennummer
Jahrgang / Band
144
Ausgabe / Nummer
Seiten / Dauer
106392
Patentnummer
Verlag / Herausgebende Institution
Elsevier
Verlagsort / Veranstaltungsort
Auflage
Version
Programmiersprache
Abtretungsempfänger:in
Praxispartner:in/Auftraggeber:in
Zusammenfassung
Hospitals can experience disruption to their operations, due to a variety of crisis events. To maintain operational functionality, they are required to implement a hospital incident command (HIC). This study explores the process from routine operations to a staff-based HIC, analyzing how leadership communication and dynamics emerge, evolve, and are negotiated during crisis transitions. The focus lies on interactions between roles, practices, training, and structures under high operational pressure. A qualitative single-site study was conducted applying a Grounded Theory methodology based on two consecutive HIC tabletop exercises following targeted training. Data comprised semi-structured post-exercise interviews with 19 HIC members from diverse professional backgrounds and triangulation with a series of collected observational materials (notes and protocols).The analysis indicates that the enactment of staff-oriented HIC structures varies along a spectrum of coordination: Explicit orchestration of leadership communication was associated with a shift toward more structured coordination, reflected in clearer role articulation, defined process boundaries, and separation of briefing and operational tasks. Where orchestration was less pronounced, coordination tended to rely on routine practices, accompanied by blurred responsibilities and more fragmented coordination patterns. The findings suggest that the mere presence of command structures, roles, procedures, and communication tools was often insufficient to establish coordinated staff work. Instead, their practical effectiveness appeared to depend on an interactional process, conceptualized here as orchestrating leadership communication. Moderation emerged as one important manifestation of this process, suggesting that HIC training should place greater emphasis not only on structures and procedures, but also on interactional practices.
Schlagwörter
Fachgebiet (DDC)
Veranstaltung
Startdatum der Ausstellung
Enddatum der Ausstellung
Startdatum der Konferenz
Enddatum der Konferenz
Datum der letzten Prüfung
ISBN
ISSN
2212-4209
Sprache
Englisch
Während FHNW Zugehörigkeit erstellt
Ja
Zukunftsfelder FHNW
Future Health
Publikationsstatus
Veröffentlicht
Begutachtung
peer-reviewed
Open Access-Status
Gold
Lizenz
Zitation
von der Forst, M., Popp, E., Schäfer, H., Bikowski, K., Franzen, K., Ries, M., & Küllenberg, J. (2026). Orchestrating leadership communication during hospital incident command activation: A grounded theory study. International Journal of Disaster Risk Reduction, 144, 106392. https://doi.org/10.1016/j.ijdrr.2026.106392