| The protective role of self-efficacy against workplace incivility and burnout in nursing: A time-lagged study |
19 |
| A systematic review of vertical integration and quality of care, efficiency, and patient-centered outcomes |
14 |
| Seven years after Meaningful Use: Physicians' and nurses' experiences with electronic health records |
8 |
| Hospital cultural competency as a systematic organizational intervention: Key findings from the national center for healthcare leadership diversity demonstration project |
7 |
| Does physician leadership affect hospital quality, operational efficiency, and financial performance? |
6 |
| The impact of middle manager affective commitment on perceived improvement program implementation success |
6 |
| Clinical coordination in accountable care organizations: A qualitative study |
6 |
| Common predictors of nurse-reported quality of care and patient safety |
5 |
| Fostering evidence-based quality improvement for patient-centered medical homes: Initiating local quality councils to transform primary care |
5 |
| Employee organizational commitment and hospital performance |
4 |
| An exploratory analysis for Lean and Six Sigma implementation in hospitals: Together is better? |
4 |
| The influence of formal and informal policies and practices on health care innovation implementation: A mixed-methods analysis |
4 |
| The role of organizational context in the implementation of a statewide initiative to integrate mental health services into pediatric primary care |
4 |
| Predicting HCAHPS scores from hospitals' social media pages: A sentiment analysis |
4 |
| Explaining performance in health care: How and when top management competencies make the difference |
4 |
| Market and organizational factors associated with hospital vertical integration into sub-acute care |
4 |
| Professional networks and the alignment of individual perceptions about medical innovation |
3 |
| Sustaining multistakeholder alliances |
3 |
| Job demands, job resources, and behavior in times of sickness: An analysis across German nursing homes |
3 |
| Targeted implementation of the Comprehensive Unit-Based Safety Program through an assessment of safety culture tominimize central line-associated bloodstream infections |
3 |
| Nurse practitioner-physician comanagement of primary care patients: The promise of a new delivery care model to improve quality of care |
3 |
| Let's be civil: Elaborating the link between civility climate and hospital performance |
3 |
| The role of collective labor contracts and individual characteristics on job satisfaction in Tuscan nursing homes |
2 |
| The Crucible simulation: Behavioral simulation improves clinical leadership skills and understanding of complex health policy change |
2 |
| Leading on the edge: The nature of paramedic leadership at the front line of care |
2 |
| Insider versus outsider executive succession: The relationship to hospital efficiency |
2 |
| Do learning collaboratives strengthen communication? A comparison of organizational team communication networks over time |
2 |
| When open access might not work: Understanding patient attitudes in appointment scheduling |
2 |
| Contextual factors that influence quality improvement implementation in primary care: The role of organizations, teams, and individuals |
2 |
| Hospitals' use of hospitalists: Implications for financial performance |
2 |
| Doing well by doing good: Evaluating the influence of patient safety performance on hospital financial outcomes |
2 |
| Service line structure and decision-maker attention in three health systems: Implications for patient-centered care |
2 |
| Examination of the relationship between management and clinician perception of patient safety climate and patient satisfaction |
2 |
| Team-based primary care: The medical assistant perspective |
2 |
| Hybrid practices as a means to implement quality improvement: A comparative qualitative study in a Dutch and Swedish hospital |
2 |
| Determinants of knowledge-sharing networks in primary care |
2 |
| The quality perception gap between employees and patients in hospitals |
2 |
| The role of accountable care organization affiliation and ownership in promoting physician practice participation in quality improvement collaboratives |
1 |
| The impact of accountable care organization participation on hospital patient experience |
1 |
| A taxonomy of hospitals participating in Medicare accountable care organizations |
1 |
| Coping with interdependencies related to patient choice: Boundary-spanning at four accountable care organizations |
1 |
| Factors associated with hospital participation in Centers for Medicare and Medicaid Services' Accountable Care Organization programs |
1 |
| Examining the impact of succession management practices on organizational performance: A national study of US hospitals |
1 |
| Processing of intended and unintended strategic issues and integration into the strategic agenda |
1 |
| Social identity and the prison health worker: Implications for practitioner satisfaction and turnover intentions |
1 |
| Differences in work environment for staff as an explanation for variation in central line bundle compliance in intensive care units |
1 |
| Giving voice to all patients: On patients at the margins and their intention and perceived ability to complain |
1 |
| Magnet hospital recognition in hospital systems over time |
1 |
| Longitudinal analysis of high-technology medical services and hospital financial performance |
1 |
| Building trust: The influence of mentoring behaviors on perceptions of health care managers' trustworthiness |
1 |
