Justin Waring is Professor of Medical Sociology and Healthcare Organisation atthe Health Services Management Centre, University of Birmingham, and is VisitingProfessor at School of Public Administration, University of Gothenburg. Jean-Louis Denis holds the Canada research chair (tier I) on Health SystemDesign and Adaptation. He is Senior Scientist, Health System and Innovation atthe Research Center of the CHUM (CRCHUM), and Visiting Professor, Departmentof Management, King’s College London. Anne Pedersen is Professor at Copenhagen Business School. Tim Tenbensel is an Associate Professor at the University of Auckland’s Schoolof Population Health.

• Chapter 1: Introduction.- Chapter 2: Intra-Crisis Policy Transfer: the case of COVID-19 in the UK.- Chapter 3: Whose science has been followed?  The organisation of scientific advice to the UK government in the COVID-19 response.- Chapter 4: Learning from history or reacting to events? Colombia's navigation of major system change in response to COVID-19.- Chapter 5: COVID-19 and the flexibility of the bureaucratic ethos.- Chapter 6: Dancing with a Virus: Finding new Rhythms of Organizing and Caring in Dutch Hospitals.- Chapter 7:  Professional engagement in management: learnings from the COVID-19 crisis in France.- Chapter 8. Theorizing reorganisations of care: Boundary work and the professions during Ontario’s COVID-19 response.- Chapter 9: The impact of COVID-19 on primary care practitioners: transformation, upheaval and uncertainty.- Chapter 10: Professionalism in a pandemic: shifting perceptions of nursing through social media.- Chapter 11: Population health managementin the NHS: what can we learn from COVID-19?.- Chapter 12: The temporal dimensions of health technology adoption during the Covid-19 pandemic: revisiting Roger’s diffusionist innovation theory. Chapter 13: The Politics of life and death in the time of COVID-19.- Chapter 14: Rapid impact organisation behaviour (RIOB) research for responses by healthcare organisations to evolving crises (SARS COV-2 pandemic): Examples of a new OB specialty.- Chapter 15: Will the “new” become the “normal”? Exploring Sustainability of Rapid Health System Transformations

Justin Waring is Professor of Medical Sociology and Healthcare Organisation atthe Health Services Management Centre, University of Birmingham, and is VisitingProfessor at School of Public Administration, University of Gothenburg. Jean-Louis Denis holds the Canada research chair (tier I) on Health SystemDesign and Adaptation. He is Senior Scientist, Health System and Innovation atthe Research Center of the CHUM (CRCHUM), and Visiting Professor, Departmentof Management, King’s College London. Anne Pedersen is Professor at Copenhagen Business School. Tim Tenbensel is an Associate Professor at the University of Auckland’s Schoolof Population Health.

• Chapter 1: Introduction.- Chapter 2: Intra-Crisis Policy Transfer: the case of COVID-19 in the UK.- Chapter 3: Whose science has been followed?  The organisation of scientific advice to the UK government in the COVID-19 response.- Chapter 4: Learning from history or reacting to events? Colombia's navigation of major system change in response to COVID-19.- Chapter 5: COVID-19 and the flexibility of the bureaucratic ethos.- Chapter 6: Dancing with a Virus: Finding new Rhythms of Organizing and Caring in Dutch Hospitals.- Chapter 7:  Professional engagement in management: learnings from the COVID-19 crisis in France.- Chapter 8. Theorizing reorganisations of care: Boundary work and the professions during Ontario’s COVID-19 response.- Chapter 9: The impact of COVID-19 on primary care practitioners: transformation, upheaval and uncertainty.- Chapter 10: Professionalism in a pandemic: shifting perceptions of nursing through social media.- Chapter 11: Population health managementin the NHS: what can we learn from COVID-19?.- Chapter 12: The temporal dimensions of health technology adoption during the Covid-19 pandemic: revisiting Roger’s diffusionist innovation theory. Chapter 13: The Politics of life and death in the time of COVID-19.- Chapter 14: Rapid impact organisation behaviour (RIOB) research for responses by healthcare organisations to evolving crises (SARS COV-2 pandemic): Examples of a new OB specialty.- Chapter 15: Will the “new” become the “normal”? Exploring Sustainability of Rapid Health System Transformations