The Model of Crisis Management Affecting the Operations of Modern Hospitals in Bangkok Metropolitan Areas
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Abstract
This research aims to: 1) examine the confirmatory components of crisis management, organizational resilience, and hospital performance in modern hospitals in Bangkok; and 2) analyze the causal relationships among crisis management, organizational resilience, and hospital performance in modern hospitals in Bangkok. The target population consisted of 118,743 personnel working in public and private hospitals. A sample of 400 respondents was determined using Yamane’s formula at a 95% confidence level, and multi-stage sampling was employed. The research instrument was a questionnaire using a 5-point Likert scale, covering crisis management (30 items), organizational resilience (15 items), and hospital performance (25 items). The instrument demonstrated content validity (IOC = 0.67–1.00) and high reliability (Cronbach’s Alpha = 0.93). Data were analyzed using descriptive statistics, Confirmatory Factor Analysis (CFA), and Structural Equation Modeling (SEM).
The findings revealed that: (1) the measurement model showed an excellent fit to the empirical data (CFI ≥ 0.997, RMSEA ≤ 0.019), and all variables had factor loadings meeting the standard criteria; and (2) the structural model demonstrated a good fit (χ²/df = 1.035, CFI = 0.994, RMSEA = 0.013). Crisis management had a direct positive effect on organizational resilience (β = 0.872); organizational resilience had a direct positive effect on hospital performance (HOP) (β = 0.823); and crisis management had a direct positive effect on hospital performance (β = 0.351). Additionally, organizational resilience also acted as a mediating variable between crisis management and hospital performance in modern hospitals (β = 0.717) with statistical significance.
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