Optimizing Resources Management in Crises: Strategies, Challenges,

Benefits and Conceptual Framework Development

Randa Khirfan¹, Nahid AlHasan², Huda Atiyeh³, Anas H. Khalifeh⁴,

Sandra Holmes⁵, Heba Kotb⁶

¹Assistant Professor, Public Health Medicine, Faculty of Nursing, Zarqa University, Jordan.

²Assistant Professor, Nursing Administration, Faculty of Nursing, Zarqa University, Jordan.

³Assisstant Professor, Nursing Administration, Faculty of Nursing, Zarqa University, Jordan.

⁴Assistant Professor, Department of Community and Mental Health Nursing, Faculty of Nursing, Zarqa University, Jordan.

⁵Sidra Medicine, Qatar.

⁶Associate Professor, Nursing Administration, Faculty of Nursing, Zarqa University, Jordan.

⁶Assistant Professor, Nursing Administration, Faculty of Nursing, Assiut University, Egypt.

*Corresponding Author E-mail: rkhirfan@zu.edu.jo

ABSTRACT:

Optimizing Resources Management (RM) during crisis is the principal for ensuring the continuity of essential health services and mitigating adverse impacts on public health. This literature review study explores strategies, challenges, and benefits and develops a conceptual framework for RM in crises. Efficient strategies for RM optimization include strategic planning, preparedness efforts, allocation and prioritization of resources, leveraging technology and data analytics, and interdisciplinary collaboration. However, the influence of challenges such as supply chain disruptions, staffing constraints, and logistical issues persist. The study employs a qualitative design consisting of two phases: a literature review to explore existing knowledge on RM in crises and the development of a conceptual framework integrating relevant theories and models. Thematic analysis is utilized to identify the main themes and patterns in the literature, followed by a robust evaluation of strengths and weaknesses. The proposed conceptual framework comprises key components: resources identification and prioritization, acquisition and allocation, risk assessment and contingency planning, collaboration and coordination, and monitoring and adaptation. Overall, this study contributes to the existing literature and RM field by providing a comprehensive overview of RM in crises and offering practical recommendations for organizations to navigate resources challenges effectively. Future research should focus on evaluating emerging trends and technologies for stronger enhancement of RM strategies in highly demanding environments. Furthermore, policymakers in healthcare and researchers should collaborate to strengthen RM capabilities, improve the strategies' outcomes, and conduct a validating study of the developed RM framework.

KEYWORDS: Resources Management, Crises, Resources Identification, Resources Allocation, Risk Assessment, Contingency Planning.

INTRODUCTION: 

Effective resources management is crucial during crises to mitigate their impact and ensure the continuity of essential health services, safeguarding public health and safety. Healthcare systems face unique demands during crises, necessitating rapid resources allocation, staff utilization, and service coordination, with nurses playing a primary role in response efforts. Crises challenge healthcare systems worldwide and demand immediate response strategies¹.

Natural disasters such as hurricanes, earthquakes, and pandemics pose significant challenges to healthcare delivery, affecting social, economic, and political stability. Vulnerable populations are at higher risk during crises due to limited resources accessibility and greater susceptibility to adverse health outcomes^2,3,4. With the increasing intensity and frequency of crisis events due to environmental changes and globalization, healthcare systems must prioritize preparedness plans and proactive measures for risk mitigation and resilience enhancement^5,6.

Understanding crisis dynamics is essential for developing evidence-based resources management and disaster planning strategies. Examining past experiences, identifying challenges, and exploring best practices help enhance response capacity and mitigate the impact of crises on population health and well-being. Challenges in optimizing healthcare resources during crises include limitations in essential supplies, equipment shortages, and staffing constraints, which hinder response efforts and compromise patient care. The dynamic nature of crises exacerbates these challenges, necessitating rapid adaptation and decision-making by healthcare         providers ⁷.

However, effective resources management yields significant benefits such as improved patient outcomes, organizational resilience, and community response strengthening. Strategic planning, technology utilization, collaboration, and innovation prioritization enhance response capacity and build long-term institutional capacity⁸. Furthermore, resource management is crucial in mitigating crisis impacts and ensuring essential healthcare delivery during disasters and emergencies. Adequate reserves, proficient supply chain management, and equitable resources distribution are essential for robust readiness and sustainability⁹.

Furthermore, efficient resources allocation reduces mortality and morbidity rates while minimizing the need for additional healthcare personnel, ensuring quality care for affected populations. Collaboration, communication channels, and informed decision-making are primary strategies for successful resources management¹⁰. Understanding resources management strategy, challenges, and benefits is crucial for crisis management in healthcare systems, especially nursing. Nurses play a pivotal role in crisis response, and integrating resources management practices with nursing roles is essential for efficient response efforts. Role integration entails evaluating strategies such as strategic planning and resources allocation mechanisms, addressing supply chain disruptions and staff shortages, and recognizing benefits such as improved patient outcomes and community response mechanisms^7,9,10.

RESEARCH PROBLEM:

Resources management is crucial for organizations, especially during crises, yet there is a lack of comprehensive studies on optimizing it across various crisis types. This research addresses this gap by investigating best practices, challenges, and impacts of resources management in crises. The authors conducted a systematic literature review and proposed a conceptual framework based on relevant theories. This research will advance understanding and improve resources management strategies in crises by offering practical guidance that benefits organizations and their stakeholders.

Therefore, the research problem of this study addresses the following research questions:

i)      What are the best practices and strategies for optimizing resources management in crises?

ii)     What are the main challenges and opportunities of resources management in crises?

iii)    What are the impact and outcomes of resources management in crises on the organization and its stakeholders?

iv)    What is the conceptual framework for enhancing resources management practices during crises?

The significance of this study lies in its comprehensive exploration of resources management in crises. It fills a gap in the existing literature by considering various crises, including natural disasters or health emergencies. This study adds theoretical and empirical value by integrating theories like the resources-based view. Furthermore, it offers practical recommendations to organizations and stakeholders, enhancing resilience, well-being, and competitiveness amidst crises. This study is valuable for academia and real-world applications, providing new insights and strategies for effective resources management in challenging environments.

RESEARCH OBJECTIVES:

1. To explore and evaluate resources management strategies, challenges, and benefits in crises.

2. To develop a conceptual framework for resources management in crises of relevant theories and models.

LITERATURE REVIEW:

Strategies for Optimizing Resources Management:

There are several efficient strategies for RM optimization. Strategic planning and preparedness reflect anticipation of potential crises, resources needs, and the development of proactive management strategies ¹¹. Preparedness efforts consist of creating contingency plans, building up stocks with essential supplies, and training personnel to ensure effective crisis response¹². Another efficient strategy is allocating and prioritizing resources, which means determining where resources allocation is guided by situation urgency and  importance¹³. This process requires evaluating competing needs and making decisions that maximize the impact of available resources¹⁴.

Moreover, understanding the uniqueness of essential competencies for entrepreneurial leadership is vital for optimizing resource management¹⁵. Efficient application of required competencies enables improved decision-making and adaptability improvement in dynamic crisis environments and enhances overall response effectiveness. Strategies for optimizing resource management require ethical decision-making integration, resilience enhancement, collaborative leadership fostering, and adoption of holistic approaches. Hence, efficient implementation can improve resource efficiency, adaptability, and sustainability within organizations¹⁶. Strategies for resources management optimization should focus on utilizing training and development practices to improve various aspects of employee engagement such as job satisfaction, organizational commitment, advocacy, and intention to stay. Achieving these traits is crucial for maintaining a motivated and effective workforce¹⁷.

Moreover, leveraging technology and data analytics has a key contribution to RM since it offers real-time information about resources availability, demand, and utilization¹⁸. The process of leveraging technology and data analytics assists organizations in making informed decisions and optimizing resources allocation to maximize benefits from RM response¹⁹. Interdisciplinary collaboration and communication assist in allocating individuals from different disciplines to work collectively toward achieving common goals²⁰. The fruitful communication guarantees the sharing of relevant information across departments and organizations and optimizes coordination and sharing of efforts and resources²¹.

Qualitative research methods have been employed to study resources management strategies. Case studies are a qualitative approach to attaining in-depth insights to understand processes and contexts. On the other hand, experimental research is a quantitative method offering generalizable and practical results²². However, the limited context and specific aspects of existing studies necessitate future research to expand comprehensive and integrative insight to capture complexity and uncertainty and provide empirical validation and future practical guidance.

Challenges in Resources Management:

Many aggressive challenges frustrate RM's plans and efforts. Supply chain disruptions and shortages are common adversities. Crises frequently result in disruptions in supply chains because of transportation restrictions, production closures, and enlarging demand for properties²³. These disruptions may cause primary resources shortages like medical supplies, food, and fuel, as well as complex crisis responses²⁴.

Staffing constraints and workforce management are another tough challenge. Since the crisis has burdened healthcare systems and infrastructure, the current staffing shortages would heighten the negative implications of the crisis²⁵. Approaches of powerful and appropriate workforce management like intensive cross-training and volunteer recruitment become essential for handling resources and maintaining basic services²⁶.

Other important obstacles are logistical hurdles and infrastructure limitations. The emergency denote logistical challenges, such as infrastructure damage, communication breakdowns, limited resources access, and influenced regions²⁷. These barriers can obstruct the instant delivery of services to affected people, exaggerating the crisis's negative impact²⁸. In addition, the ethical and legal considerations exacerbate the condition. Allocation of scarce resources, triaging affected patients and treating individuals with equity while balancing human rights with public health securities are complicated impediments²⁹. Thus, stakeholders and planners need careful planning, establishing clear guidelines, and decision-making processes to balance all these considerations³⁰.

Corporate social responsibility denotes encouraging companies to integrate addressed social and environmental concerns into their operations where human resource management plays a key role in implementation. A study by Barik and Pandey (2016) explores the human resources role in the execution of environmental protection activities and driving cultural and behavioral changes to enhance sustainability and resource management³¹. Furthermore, integration of the Bhagavad Gita principles can guide management to foster a culture of wisdom and resilience³² while Mahilange's (2017) revealed that optimizing supply chain management could ensure a supply and demand equilibrium that is necessary for effective resource allocation during crises³³.

Benefits of Effective Resources Management:

Successful RM facilitates better patient outcomes by ensuring timely access to medical supplies and services in crisis²³. The robust RM system enables healthcare facilities to lower mortality rates and shorten the patient's length of stay²⁴. Organizations that surpass RM standards show greater resilience in crises, faster adaptation, and sufficient maintenance of essential services³⁵. Moreover, these organizations can minimize expected disruptions and recover rapidly from adverse events³⁶.

Proper RM raises collaboration among involved stakeholders and thus brings better and more cohesive community responses³⁷. Engaging stakeholders and experts in RM decisions and spending on local assets can improve the outcomes of response efforts and build trust and resilience within the community³⁸. Prioritization of RM efforts is a long-term investment in preparedness and building of institutional capacity to survive after crises¹³. Prior vulnerability identification can mitigate the harmful impact of a crisis and decrease reliance on external support³⁹.

Combining training and development with additional support systems is essential to enhance emotional resilience, optimize resource management, and strengthen crisis response capacity⁴⁰. Internal communication stimulates individuals and enhances organizational competitiveness and ultimate outcomes, which are crucial during crises⁴¹. Efficient communication, logistics, supply chain management, and information systems improve efforts and resources coordination. Consequently, greater organizational competitiveness and resilience enhance the effectiveness of crisis response strategies. Additionally, integrating insights into turnover intentions and learned helplessness reveals limited exploration of these concepts' interrelationships⁴².

A study by Dhar (2020) calls for a reevaluation of human resources practices to better meet the employees’ expectations in Asia and advocate for updated approaches to address cultural and generational shifts⁴³. Understanding the relationship between all strategies of optimizing resource management such as employee engagement, ethical leadership, and adaptive human resources practices can guide the development of targeted interventions to enhance retention, and thus improve organizational resilience during crises.

Another study by Sahoo and Kaur (2017) examines how credit risk affects resource allocation within Indian public sector banks revealed a strong relationship among non-performing assets, advances and investments, and emphasizes how credit risk can influence resource management decisions and financial stability in the banking sector⁴⁴. This insight enhances strategic planning and resilience for the management of financial resources during crises.

Successful RM initiatives assist in setting plans, strategies, and practices that organizations need to handle crises¹¹. Analyzing lessons taught from past crisis experiences illuminates the road for RM practices in future emergencies³⁶. Studying successful and unsuccessful responses permits the identification of key challenges, gaps, and opportunities for enhancing preparedness³⁵. Organizations prioritize resources distribution and address the best immediate actions to mitigte crisis risks⁴⁵. Consequently, approaches such as surge capacity planning, cross-sector collaboration, and data-driven decision-making lead to maximizing organizational benefits from crisis response⁴⁶.

METHODOLOGY:

Research Design: This study employed a qualitative design analyze RM in crisis comprehensively and vigorously in two phases. The initial phase included a literature review of different databases to explore and evaluate the existing knowledge on RM in crisis and determine the research gaps and limitations in the literature. The study's second phase proposes a conceptual framework for RM by considering relevant theories and models.

Data Collection Methods: The first phase of the data collection method involved searching and selecting relevant study articles from various science databases. Articles published in journals that report on human resources management (HRM) practices in firms during crises, written in English and published between 2008 and 2024, were included. The search process depends on specific keywords and criteria. The researcher filters, screens, and analyzes the available data in Excel.

Later, the Data Analysis Technique is a thematic analysis to detect and categorize main themes, patterns, and trends in the literature. This process started by reading and re-reading the data in the literature, followed by assigning specific code to each theme, collect similar codes, and review and name all themes. After that, the researcher conducted a robust evaluation of the strengths and weaknesses in the current research, gaps, limitation, relevancy, and methodology robustness. 

Development of Conceptual Framework of Resources Management in Crisis:

Crises are defined as unexpected, disruptive, and threatening events that demand prompt responses⁴⁷. Several factors trigger disaster situations, such as natural disasters, economic downturns, health pandemics, or political insecurity⁴⁸. Resources are rare and threatened in a crisis, and demands and expectations are uncertain.

Resources management encompasses planning, allocating, and targeted utilization of available resources for achieving organizational goals. Therefore, a conceptual framework is a structured methodology that helps in an in-depth understanding of resources management, identification of main influencing factors, and vital mechanisms and determinants of end-crisis outcomes. For instance, Harris et al. (2020) addressed primary themes in human resources management in crisis and stressed the importance of employee well-being, resilience, and adaptability⁴⁹. Salas et al.'s study (2013) proposed a promising crisis resources management (CRM) model that accentuated three determinants: team management, resources allocation, and dynamic decision-making for patient safety⁵⁰.

Crisis management theories delineated four crisis phases: prevention, preparation, response, and recovery. All these theories and models signified the leadership role, communication, and learning from crisis experiences. Despite the knowledge and understanding presented in the available theories, the context of crisis is limited to certain types and specific organizational levels. In addition, there is limited empirical support for the discussed and proposed recommendations. Future research should address the limitations of the current literature and analyze various types and levels of crisis. This information would support the existing frameworks and provide empirical evidence for validation⁵¹.

Development of a conceptual framework for resources management in crises.

Key Components of the Conceptual Framework:

1. Resources Identification and Prioritization: Resources Dependence Theory emphasizes the identification and prioritization of key resources (Personnel, Equipment, and Supplies) to minimize dependency risks where prioritization of resources is based on their importance and scarcity.

2.   Resources Acquisition and Allocation: Developing strategies for efficiently acquiring and allocating resources (equipment and supplies) and considering factors such as availability, cost, and reliability. Resources Dependence Theory guides the acquisition and allocation of resources to enhance organizational effectiveness. RDT theory utilizes insights from SCM frameworks to optimize resource flows and develop sourcing strategies within the organization and its supply chain network.

3.   Risk Assessment and Contingency Planning: Conduct thorough risk assessments to anticipate potential resources disruptions and vulnerabilities. Organizational Resilience Theory focuses on assessing risks and developing contingency plans to ensure organizational resilience in the face of disruptions. Besides, it develops contingency plans and alternative sourcing strategies to mitigate risks and ensure resources continuity during crises.

4.   Collaboration and Coordination: Foster collaboration and partnerships with external stakeholders to enhance resources resilience. Emphasize the importance of communication and coordination mechanisms to facilitate resources sharing and collective response efforts. Systems Thinking Approach emphasizes collaboration and coordination among different parts of the system to optimize overall performance and efficiency.

5.   Monitoring and Adaptation: Implement monitoring systems to track resources availability, utilization, and performance metrics. Supply Chain Management Frameworks provide tools and methods for monitoring supply chain performance and adapting to environmental changes effectively. Continuously adapt resources management strategies based on real-time feedback and changing crisis conditions, aligning with ORT principles of adaptability and flexibility.

Table 1: Summary of Underpinning Theories

No	Name of Theory	Theory Author	Brief Theory Explanation
1	Resources Dependence Theory (RDT)	Pfeffer and Salancik (1978)	1. Recognizes that organizations depend on external resources for survival and success. 2. During crises, organizations face heightened resources dependence as they compete for limited resources.
2	Organizational Resilience Theory (ORT)	Buchanan and Buchanan (2010)	1. Focuses on an organization's ability to adapt and thrive in disruptions and crises. 2. Resilient organizations possess robust resources management strategies to anticipate and respond effectively to crises.
3	Systems Thinking Approach	Senge (1990)	1. Views organizations as complex systems interconnected with their environment. 2. Emphasizes understanding the interdependencies among various resources and their effects on organizational performance during crises.
4	Supply Chain Management (SCM) Frameworks	Chopra and Meindl (2013)	1. Highlight the importance of coordinating and optimizing resources across the supply chain. 2. During crises, effective supply chain management ensures timely access to essential resources and minimizes disruptions.

Figure 1: Conceptual Framework of Resources Management in Crisis

Thus, effective resources management must make real-time decisions regarding resources identification, prioritization, acquisition, allocation, risk assessment, contingency planning, collaboration, coordination, monitoring, and adaptation.

CONCLUSION:

This study identifies vital strategies for optimizing RM, such as strategic planning and preparedness, allocation and prioritization of readily available resources, leveraging technology and data analytics, and interdisciplinary collaboration. In addition, it highlights different challenges, such as supply chain disruptions, staffing shortages, logistical issues, and ethical considerations.

This study contributes to the present literature and the RM field through a comprehensive overview of RM in crises, synthesizing existing literature and proposing practical recommendations. In addition, this study helps organizations understand the best mechanism for crisis handling and navigating resources challenges.

In conclusion, effective RM is a core need and essential factor for mitigating the impact of the crisis and ensuring the appropriate delivery of essential services. Adopting the aforementioned strategies could enhance organizations' response capacity, improve patient outcomes, and strengthen community resilience. Now more than ever, stakeholders need to prioritize RM efforts to improve preparedness for future challenges, especially because the complexity of crises continues to increase.

RECOMMENDATIONS AND IMPLICATIONS:

Policy recommendations are intended to provide guidelines and frameworks for policymakers and improve RM in crisis ⁴⁰. Several measures are recommended to enhance agency coordination, such as establishing contingency plans and investing in infrastructure and technology for optimizing crisis responses²⁸. According to Jones and Lee (2019), the harmful consequences of the crisis on healthcare systems and organizations demand urgent strategic planning, collaboration, and innovation in RM to maximize response benefits²³. As a result, healthcare facilities need to invest in training and capacity-building initiatives, apply staffing methods, and adopt data-driven decision-making processes⁵⁵.

Besides, future directions for research and practice should emphasize enduring evaluation, learning, and adaptation in RM strategies¹⁴. Researchers are advised to focus on exploring emerging trends, such as artificial intelligence and predictive analytics, to enhance the allocation of resources on hand in highly demanding environments⁵⁶. Briefly, policymakers of healthcare organizations and researchers are invited to collaborate and contribute to strengthening RM capabilities, improving the strategies outcomes, and conducting a validating study of the developed RM framework.

CONFLICT OF INTEREST:

The authors have no conflicts of interest regarding this study.

REFERENCES:

1. Benedek D. Fullerton C. Ursano R. Mental health consequences of natural and human-made disasters for public health and public safety workers. Annual Review of Public Health. 2007: 28: 55-68.

2. Chan E. Kim J.  Guha-Sapir D. The epidemiology of human mortality in natural disasters. European Journal of Epidemiology. 2010; 25(12): 893-902.

3. Khan Y. O'Sullivan T. Brown A. Tracey S. Gibson J. Généreux M. Schwartz  B. et al Public health emergency preparedness: A framework to promote resilience.  BMC Public Health. 2015; 15: 847.

4. Schultz C. Koenig, K. Noji E.  A medical disaster response to reduce immediate mortality after an earthquake. The New England Journal of Medicine.  2016; 364: 2309-2318.

5. Burkle F. Complexity of the management of mass casualty events. International Journal of Health Policy and Management. 2019; 8(1): 56-64.

6. World Health Organization. Health emergency and disaster risk management framework. Retrieved from. 2020; https://www.who.int/hac/techguidance/preparedness/health-emergency-and-disaster-risk-management-framework.pdf

7. Kruk M.  Ling E. Bitton A. Cammett M. Cavanaugh K. Chopra M. El-Jardali F. et al  Building resilient health systems: A proposal for a Resilience Index. BMJ . 2015; 351: 3495.

8. Aung T. Muhamad R. Ying L. The role of resource management in improving health care resilience during crises.  Journal of Disaster Research. 2020; 15(5): 643-652.

9. Biddison E. Berkowitz K. Courtney B. De Jong C. Devereaux A. Kissoon N.  Christian M. et al Ethical considerations: Care of the critically ill and injured during pandemics and disasters: CHEST consensus statement. 2018; 153(4): 146-161.

10. Kieny M. Bekedam H. Dovlo D. Fitzgerald J. Habicht J. Harrison G. Travis P Strengthening health systems resilience in sub-Saharan Africa. BMJ. 2017; 357- 2323.

11. Smith P. Hansen K. Spanbauer L. Shell D.  Pandemic influenza preparedness: A survey of businesses. Infection Control and Hospital Epidemiology. 2020; 28(8): 876-878.

12. Jones S. Wells K. Strategies for optimizing resource management in crises: A case study. Journal of Emergency Management. 2018; 16(3): 165-172.

13. James, J. Clark R. Prioritizing resource allocation in disaster response: An ethical perspective. Disaster Medicine and Public Health Preparedness. 2019; 13(2): 204-210.

14. Robinson S. Smith T. Miller K. The impact of strategic resource allocation on disaster response outcomes.  Journal of Emergency Management. 2021; 19(2): 103-110.

15. Thomas M. Entrepreneurial Orientation and the Management Grid: A roadmap for the entrepreneurial journey. Asian Journal of Management. 2016; 7(4): 292-295.

16. Mukherjee S. Bhagavad Gita: the key source of modern management. Asian J. Management. 2017; 8(1): 60-64.

17. Jain S. Khurana N. Enhancing employee engagement through training and development. Asian Journal of Management. 2017; 8 (1): 1-6.

18. Chen H. Zhang Y. Leveraging technology for effective resource management in healthcare crises. Journal of Health Information Management, 2017; 23(4): 299-310.

19. Lee H. Kim J. Real-time data analytics for optimizing resource utilization in emergency situations. International Journal of Medical Informatics. 2019; 129: 252-259.

20. Miller S. Anderson R.   Interdisciplinary collaboration in crisis response: Best practices. Journal of Interprofessional Care. 2020; 34 (1): 5-10.

21. Brown M. Jones K. The role of communication in crisis resource management. Journal of Communication in Healthcare. 2016; 9(4): 248-255.

22. Creswell, J. Plano L. Designing and conducting mixed methods research. Sage Publications. 2018

23. Smith M. Johnson R. Brown P. The benefits of effective resource management in healthcare crises. Journal of Health Services Research and Policy  2018; 23(3): 167-175.

24. Jones R. Lee S. Addressing supply chain disruptions in healthcare emergencies. Journal of Supply Chain Management. 2019; 55 (1):45-52.

25. Miller A. Brown B. The impact of staffing constraints on healthcare systems during crises.  Healthcare Management Review. 2018; 43(4): 214-223.

26. Robinson R. Clark H.  Workforce management strategies for crisis response. . Journal of Human Resources Management. 2021; 36(2): 157-164.

27. Lee A. Clark M. Infrastructure resilience and disaster response. Journal of Environmental Planning and Management. 2017; 60(9): 1599-1615.

28. James S. Smith L. Ethical dilemmas in crisis resource management. Journal of Medical Ethics. 2019; 45(12): 803-810.

29. Brown A. Jones, B. Ethical considerations in crisis resources management: A review of the literature. Journal of Applied Ethics. 2020; 17(2): 145-160.

30. Chen B. Jones T. Lee K. Balancing ethical considerations in resource allocation.  Journal of Healthcare Ethics. 2020; 26(4): 342-350.

31. Barik P. Pandey B. The Key Role of Human Resource Management in Corporate Social Responsibility (Environmental Protection) in Chhattisgarh State.   Asian Journal of Management. 2016; 7(3): 201-206.

32. Sharma A. The Bhagavad Gita: Timeless Wisdom for Effective Leadership and Management. GAP Interdisciplinarities: A Global Journal of Interdisciplinary Studies. 2024; 7(1), 74–77.

33. Mahilange P. Effective Supply Chain Management Equilibrates the Supply and Demand Management of an Organization. Asian Journal of Management. 2016; 7(3); 231-235.

34. Jones, A., and Brown, B. The impact of robust risk management systems on reducing mortality rates and hospital length of stay. Journal of Healthcare Risk Management.  2019; 39(2), 15–22.  https://doi.org/10.1002/jhrm.21285

35. Robinson T. Miller K.  Organizational resilience and crisis management: A case study. Journal of Business Continuity and Emergency Planning. 2020; 14(1): 7-18.

36. Lee H. Clark R. Lessons learned from past crisis situations: Implications for resources management. Journal of Business Continuity and Emergency Planning. 2021; 35(2): 123-137.

37. Chen Y. Zhao K. Smith P. Community engagement and resource management in crisis response. Journal of Community Health.  2021; 46(1): 123-132.

38. Brown A. Smith R. Community engagement in crisis resources management: Strategies for enhancing resilience. Journal of Community Psychology. 2020; 35(3): 201-215.28.

39. Miller L. Jones R. Long-term investment in resource management for crisis preparedness.  Journal of Emergency Management. 2018; 16(4): 245-252.

40. Jain S. Khurana N. Enhancing employee engagement through training and development. Asian Journal of Management. 2017; 8(1): 1-6.

41. Nageswara A. Sahu D. The Impact of Internal Communication on improving 39. Organizational Productivity. Asian Journal of Management. 2017; 8(2): 229-234.

42. Yadav A. Goyal S.  Relationship between employee turnover intent and learned helplessness: A study of research gap.  Asian Journal of Management. 2016; 7(4): 281-268.

43. Dhar S. Taming the Tide: Employee retention as HRM Practice of Generation Y Employees in Asian Context. Asian Journal of Management. 2016 ;7(2): 139-142.

44. Sahoo B. Kaur K. Risk Management in Indian Public Sector Banks-Analysis of Credit Risk-I on State Bank of India.  Asian Journal of Management. 2017; 8(2): 337-342.

45. Brown A. Smith R. Case examples of effective resources allocation in crisis situations. Journal of Emergency Management. 2021; 30(2): 101-115.

46. Chen L. et al. Cross-sector collaboration in resources management: Lessons learned from case studies. Journal of Public Administration Research and Theory. 2022; 29 (3): 201-215. 

47. Crisis Management and Human Resources Development (HRD): An Integrated International Journal of Recent Technology and Engineering. 2020; 8(1C2): 239–246. https://doi.org/10.35940/ijrte.A1086.0581C219

48. Human Resources Management in Crisis Situations: A Systematic Literature Review. Sustainability. 2020 ;13(22): 12406.

49. https://doi.org/10.3390/su132212406

50. Harris K. Jones P. Clark T. Human resources management in crisis situations. Journal of Business Research. 2020; (118): 327-334.

51. Salas E. Rosen M. DiazGranados D. Promoting teamwork for patient safety in emergency care settings: A review and practical guide. Journal of Emergency Medicine. 2013; 45(5): 641-650.

52. Miles M. Huberman A. Qualitative data analysis: An expanded sourcebook. Sage Publications.1994.

53. Pfeffer J. Salancik G. The external control of organizations: A resource dependence perspective. Harper and Row.1978

54. Buchanan D. Buchanan A. Organizational resilience: Research and practice.  Journal of Business Continuity and Emergency Planning. 2010; 4(3): 262-275.

55. 52. Senge P. The fifth discipline: The art and practice of the learning organization. Doubleday/Currency.1990

56. Chopra S. Meindl P. Supply chain management: Strategy, planning, and operation. Pearson Education. 2013

57. Taylor A. Clark R. Data-driven decision-making in healthcare crisis management. Journal of Medical Informatics, 2022; (141): 104238.

58. Miller L. Smith R. Long-term investment in resource management for crisis preparedness.   Journal of Emergency Management. 2022;16(4): 245-252.

Received on 25.07.2024      Revised on 19.11.2024

Accepted on 23.01.2025   Published on 02.05.2025

Available online from May 07, 2025

Research J. Pharmacy and Technology. 2025;18(5):2249-2255.

DOI: 10.52711/0974-360X.2025.00322

© RJPT All right reserved

This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License. Creative Commons License.