Title: Cultural approach to healthcare risk management - an Italian experience with look-alike, sound-alike drugs
Authors: Giuseppe Festa; Sergio Chirico; Jamel Chouaibi; Renato Civitillo
Addresses: Department of Economics and Statistics, University of Salerno, Via Giovanni Paolo II, No. 132, 84084 Fisciano SA, Italy ' Casa di Cura Tortorella S.p.a., Via Nicola Aversano, No. 1, 84124 Salerno, Italy ' Department of Accounting, University of Sfax, Route de l'Aéroport Km 0.5, BP 1169.3029 Sfax, Tunisia ' Department of Political Science, University of Naples 'Federico II', Via Leopoldo Rodinò, No. 22, 80133 Naples, Italy
Abstract: Risk management is fundamental in healthcare organisations at both the institutional (organisations) and sectorial (health) levels, not only as an operational technique but also as part of a managerial model. Thus, it is essential to highlight the strategic importance of the cultural impact, both clinically and financially, of correct risk integration between professional and organisational functioning. This research presents a case study of the Casa di Cura Tortorella S.p.a. (Salerno, Italy), which adopted a unique solution to handle logistical risks concerning medicines that have the potential to lead to dangerous confusions due to their similar names, dosages, packaging, and other elements (i.e., look-alike, sound-alike [LASA] drugs). Using the case study technique, the investigation highlights that the adoption of an operational mechanism for risk management, although useful, is limited if it is not supported by thorough training (for every operator) and a new organisational and cultural role, i.e., 'nursing team leaders', with responsibility for coordination and reporting, and has direct and indirect impacts on the financial performance of healthcare organisations.
Keywords: risk management; healthcare; drugs logistics; drugs management; look-alike, sound-alike drugs; sound-alike, look-alike drugs; look-alike, sound-alike; LASA; sound-alike, look-alike; SALA; managerial reporting; financial performance.
International Journal of Managerial and Financial Accounting, 2021 Vol.13 No.1, pp.64 - 79
Received: 23 Aug 2020
Accepted: 24 Feb 2021
Published online: 01 Jul 2021 *