Health Care Management Review

(The TQCC of Health Care Management Review is 3. The table below lists those papers that are above that threshold based on CrossRef citation counts [max. 250 papers]. The publications cover those that have been published in the past four years, i.e., from 2020-01-01 to 2024-01-01.)
The gender pay gap in medicine: A systematic review23
Predictors of turnover intention among Norwegian nurses23
Advancing theory on the multilevel role of leadership in the implementation of evidence-based health care practices18
Adoption of Lean management and hospital performance: Results from a national survey15
Caring work environments and clinician emotional exhaustion14
How psychological safety and feeling heard relate to burnout and adaptation amid uncertainty14
From spreading to embedding innovation in health care: Implications for theory and practice10
Workplace violence: Examination of the tensions between duty of care, worker safety, and zero tolerance10
Facilitators and barriers to the Lean Enterprise Transformation program at the Veterans Health Administration10
Professional faultlines and interprofessional differentiation in multidisciplinary team innovation: The moderating role of inclusive leadership9
Practices to support relational coordination in care transitions: Observations from the VA rural Transitions Nurse Program9
Health care professionals’ motivation, their behaviors, and the quality of hospital care: A mixed-methods systematic review7
Cognitive crafting and work engagement: A study among remote and frontline health care workers during the COVID-19 pandemic7
The buffering effects of psychological capital on the relationship between physical violence and mental health issues of nurses and personal care assistants working in aged care facilities6
Reducing burnout among nurses: The role of high-involvement work practices and colleague support6
Reducing burnout and enhancing work engagement among clinicians6
Patient and physician perspectives on training to improve communication through secure messaging5
A text mining study of topics and trends in health care management journals: 1998–20185
Enhancing the value to users of machine learning-based clinical decision support tools: A framework for iterative, collaborative development and implementation5
Examination of nursing home financial distress via Porter’s five competitive forces framework5
Advancing health equity through organizational change: Perspectives from health care leaders4
Institutional factors associated with hospital partnerships for population health: A pooled cross-sectional analysis4
Understanding the relationship between absence constraints and presenteeism among nurses and midwives: Does social support matter?4
Sustainers: Hospitals with sustained superior performance4
If you say so4
Disruptive behavior in a high-power distance culture and a three-dimensional framework for curbing it4
Multilevel analysis exploring the relative importance of workplace resources in explaining nurses’ workload perceptions: Are we setting the right focus?4
Employee silence in health care: Charting new avenues for leadership and management4
Home sweet home? How home health aide compensation, benefits and employment security influence the quality of care delivered by home health organizations3
The effect of participation in accountable care organization on electronic health information exchange practices in U.S. hospitals3
Sustaining improvements in relational coordination following team training and practice change: A longitudinal analysis3
Factors associated with patient trust in their clinicians: Results from the Healthy Work Place Study3
Association between physician practice Medicaid acceptance and employing nurse practitioners and physician assistants3
Patient–provider therapeutic connections to improve health care: Conceptual development and systematic review of patient measures3
Promoting high-functioning mental health treatment teams in the context of low staffing ratios3
Strategic use of health information exchange and market share, payer mix, and operating margins3