OOIR: Observatory of International Research

Papers

(The median citation count of Journal of Health Organization and Management is 2. 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 2020-07-01 to 2024-07-01.)

Article	Citations
Organizational readiness for artificial intelligence in health care: insights for decision-making and practice	43
The patient as a prosumer of healthcare: insights from a bibliometric-interpretive review	30
Adoption of the concept of person-centred care into discourse in Europe: a systematic literature review	26
The first evidence about conceptual vs analytical lean healthcare research studies	24
Understanding implementation science from the standpoint of health organisation and management: an interdisciplinary exploration of selected theories, models and frameworks	19
Challenges in co-designing an intervention to increase mobility in older patients: a qualitative study	19
Barriers and facilitators in the implementation of an evidence-based health promotion intervention in a primary care setting: a qualitative study	18
Causes, impacts and possible mitigation of non-attendance of appointments within the National Health Service: a literature review	17
Changing to improve? Organizational change and change-oriented leadership in hospitals	16
Practical strategies and the need for psychological support: recommendations from nurses working in hospitals during the COVID-19 pandemic	15
“I feel I have no voice”: hospital doctors' workplace silence in Ireland	14
Regionalization in elderly care: what makes up a healthcare region?	12
Challenges and enablers of the embedded researcher model	12
Leader–member exchange and organizational climate effects on clinician turnover intentions	11
Engaging to innovate: an investigation into the implications of engagement at work on innovative behaviors in healthcare organizations	11
Context counts: a qualitative study exploring the interplay between context and implementation success	10
Development and validation of an algorithm using health administrative data to define patient attachment to primary care providers	10
Using systems thinking to increase understanding of the innovation system of healthcare organisations	10
Implementing lean-led hospital design; lessons gained at a pioneer	9
The German health care Innovation Fund – An incentive for innovations to promote the integration of health care	9
Resource dependency and strategy in healthcare organizations during a time of scarce resources: evidence from the metropolitan area of cologne	9
Sustainability determinants of the Burkinabe performance-based financing project	9
The influence of soft and hard TQM on quality performance and patient satisfaction in health care: investigating direct and indirect effects	9
Interprofessional teamwork: the role of professional identity and signature pedagogy – a mixed methods study	9
Preconditions for nurses' perceived organizational support in healthcare: a qualitative explorative study	8

Safety culture in healthcare: mixed method study	8
Implementation and sustainability of upper limb constraint-induced movement therapy programs for adults with neurological conditions: an international qualitative study	8
Lean management in health care: a review of reviews of socio-technical components for effective impact	8
Reducing the waitlist of referred patients in a medical specialist outpatient clinic: an observational study	7
Does workplace toxicity influence turnover intentions among Indian healthcare employees? Investigating the moderating role of gratitude	7
The barriers and facilitators of radical innovation implementation in secondary healthcare: a systematic review	7
Prioritizing enablers for service quality in healthcare sector – a DEMATEL approach	7
Leadership and administrative support for interprofessional collaboration in a cancer center	7
Public preferences for allocating absolute scarce critical healthcare resources during the COVID-19 pandemic	7
Adapting results-based financing to respond to endogenous and exogenous moderators in Zimbabwe	7
Exploring the emotional experience of lean	7
Lean healthcare applied systematically in a medium-sized medical clinic hospitalization	7
Trust as a multidimensional phenomenon in LMX relationships	6
Metaphors of organizations in patient involvement programs: connections and contradictions	6
What theories underpin performance-based financing? A scoping review	6
Working towards health equity for ethnic minority elders: spanning the boundaries of neighbourhood governance	6
Nursing assistant's perceptions of the good work environment in municipal elderly care in Sweden –a focus group study	6
Transferring, translating and transforming knowledge: the role of brokering in healthcare networks	6
One year with the COVID-19 pandemic − Lessons learnt? Intersectoral collaboration measures established during the crisis could benefit capacity and patient flow management in daily clinical practice	6
Speaking up as an extension of socio-cultural dynamics in hospital settings: a study of staff experiences of speaking up across seven hospitals	6
Process facilitators shifting between the support and expert roles in a complex work environment intervention in the Swedish healthcare sector	6
Equity-informative methods of health services research	6
Money matters – primary care providers' perceptions of payment incentives	6
Linking supportive leadership to satisfaction with care: proposing and testing a service-profit chain inspired model in the context of elderly care	6
Nursing home leaders' perception of factors influencing the reporting of elder abuse and neglect: a qualitative study	5
The impact of interprofessional practice models on health service inequity: an integrative systematic review	5
What is known about clinician researcher careers in allied health? A scoping review of the last decade	5
That's how it should work: the perceptions of a senior management on the value of decentralisation in a service delivery organisation	5
Understanding self-managing teams in Dutch healthcare: empirical evidence to non-sequential team development processes	5
Staffing the unit with nurses: the role of nurse managers	5
Assessing individual readiness for change in healthcare: a review of measurement scales	5
A framework to guide the implementation of lean management in emergency department	5
Creating pre-conditions for change in clinical practice: the influence of interactions between multiple contexts and human agency	5
A review of literature on risk prediction tools for hospital readmissions in older adults	5
Collaboration to combat COVID-19: policy responses and best practices in local integrated care settings	5
The relationship between healthcare service provision models and patient experience	5
Broadening the concept of patient safety culture through value-based healthcare	5
“Slow science” for 21st century healthcare: reinventing health service research that serves fast-paced, high-complexity care organisations	5
Capacity for optimal performance of healthcare supply chain functions: competency, structural and resource gaps in the Northern Region of Ghana	5
Boundary organising in healthcare: theoretical perspectives, empirical insights and future prospects	5
Clarifying the interface between respectful leadership and intention to stay	5
Organizational perspectives on implementing complex health interventions: clinical genomics in Australia	5
Quality of life and emergency preparedness of MHO staff: role of psychological capital and perceived organizational support	4
Just a leader? Leadership work challenges and identity contradiction experienced by Finnish physician leaders	4
“Local cooperation has been the cornerstone”: facilitators and barriers to resilience in a decentralized health system during COVID-19 in Finland	4
Did healthcare professional perspectives on the quality and safety environment in New Zealand public hospitals change from 2012 to 2017?	4
Mapping clinical governance to practitioner roles and responsibilities	4
A practical framework for achieving value creation and capture in healthcare through process improvement	4
Falling through the cracks: the invisible hospital cleaning workforce	4
Becoming an expert: highly-experienced allied health professionals' relationships with their work	4

Lean implementation within healthcare: imaging as fertile ground	4
Intraorganization conflicts of interest in hospitals adapting to a changing ecosystem	4
Factors influencing the delivery of cancer pathways: a summary of the literature	4
Towards developing a comprehensive conceptual understanding of positive hospital culture and approaches to healthcare organisational culture change in Australia	4
Research engagement and research capacity building: a priority for healthcare organisations in the UK	4
Cross-sectoral collaboration: comparing complex child service delivery systems	4
Managing medicines at the end of life: a position paper for health policy and practice	4
Evaluating the clinical dyad leadership model: a narrative review	4
Concealing paradoxes in decision-making during hospital hybridization – a systems theoretical analysis	4
Strategic leadership and management factors driving sustainability in health-care organizations in Thailand	4
Workplace bullying and turnover intentions of nurses: the multi-theoretic perspective of underlying mechanisms in higher-order moderated-serial-mediation model	4
Fitting in as an outsider: a resource dependence theory approach to outside boards	4
Prioritising the mobilisation of emergency medical services: patient making at the healthcare gateway	4
A scale for measuring healthcare service quality incorporating patient-centred care and using a psychometric analytics framework	4
Trust building in a Norwegian municipal acute ward	4
Towards quality primary health care: the dilemma of Community-Based Health Planning and Services (CHPS) in health service provision in Ghana	4
The perceived impact of physician shortages on human resource strategies in German hospitals – a resource dependency perspective	4
How can healthcare organisations increase doctors’ research engagement? A scoping review	3
A study of the implementation of patient safety policies in the NHS in England since 2000: what can we learn?	3
Exploration of the mediating role of physicians’ managerial attitude in the relationship between their self-efficacy and workplace performance	3
Implementing disruptive technological change in UK healthcare: exploring development of a smart phone app for remote patient monitoring as a boundary object using qualitative methods	3
Patients' perceptions of quality in Swedish primary care – a study of differences between private and public ownership	3
Using an implementation science approach to build leader facilitation capability in healthcare: a novel approach for enhancing action learning set facilitation	3
Whether and how top management create flexibility in mental healthcare organizations: COVID-19 as a test case	3
Merger and post-merger integration at Oxford University Hospitals: mixed-methods evaluation and lessons learned	3
Challenges and potential improvements in hospital patient flow: the contribution of frontline, top and middle management professionals	3
Managing inpatient bed setup: an action-research approach using lean technical practices and lean social practices	3
Why telehealth does not always save money for the health system	3
Psychosocial antecedents of knowledge sharing in healthcare research centers: a mixed-methods approach	3
Managing an ageing healthcare workforce: a systematic literature review	3
Lessons from mandated implementation of a performance management system	3
Clinicians' psychological empowerment to engage in management as part of their daily work	3
Diversity, equity and inclusion: organizational strategies during and beyond the COVID-19 pandemic	3
Allied health front-line manager perceptions of factors impacting workplace morale and burnout risk	3
Consumer perspectives of accelerated access to medicines: a qualitative study	3
Exploring changes in integration, differentiation, rules, coordination and performance following the introduction of a hospital planning centre: a case study	3
Being bound and tied by the ropes of frugality: a case study on public management values and service integration	3
The challenges of health volunteers management in COVID19 pandemic in Iran	3
Diffusion of person-centred care within 27 European countries – interviews with managers, officials, and researchers at the micro, meso, and macro levels	3
Management practices impacting on the rostering of medical scientists in the Australian healthcare sector	3
Multi-level learning in public healthcare medical teams: the role of the social environment	3
User involvement and value co-creation in well-being ecosystems	3
No ordinary consultation – a qualitative inquiry of hospital palliative care consultation services	3
Health coalition collaboration network, perceived satisfaction and success	3
Evaluating a quality improvement collaborative: a hybrid approach	2
Organisational drivers of performance in mental health providers	2
What makes a socially skilled leader? Findings from the implementation and operation of New Care Models (Vanguards) in England	2
Healthcare workers' autonomy: testing the reciprocal relationship between job autonomy and self-leadership and moderating role of need for job autonomy	2
The impact of hospital accreditation in selected Middle East countries: a scoping review	2
How do shared values improve eudaimonic workplace well-being: role of perceived justice and emotional exhaustion among nurses	2
Tools of power: pay-for-performance in French and German health reforms	2
Access to surgical care as an efficiency issue: using lean management in French and Australian operating theatres	2
Temporal patient trajectories: long stories in short admissions	2
Harnessing a clinician-led governance model to overcome healthcare tribalism and drive innovation: a case study of Northumbria NHS Foundation Trust	2
The role of open innovation in addressing resource constraints in healthcare: a systematic literature review	2
Urgent care in the community: an observational study	2
Cultural intelligence and proactive service performance: mediating and moderating role of leader's collaborative nature, cultural training and emotional labor	2
Patient presentations to an after-hours general practice, an urgent care clinic and an emergency department on Sundays: a comparative, observational study	2
Improving patient safety in two French hospitals: why teamwork training is not enough	2
Engaging general practitioners in pay-for-performance scheme design	2
The need to integrate in primary healthcare: nurse identity constructions of pharmacists as entrepreneurs	2
The compatibility of multiple leadership styles in responding to a complex crisis: leading a health service COVID-19 response	2
Requested to do right things excessively: how citizenship pressure/future focus influence health-related work outcomes in health organizations during the pandemic	2
The physician CEO advantage and hospital performance during the COVID-19 pandemic: capacity utilization and patient satisfaction	2
Realistic evaluation of the Flexmonitor, a team program to maintain and reflect on flexibility	2
Grounded accountability in life-and-death high-consequence healthcare settings	2
Appropriating integrated performance management tools in healthcare: a sociomaterial work story	2
The neglected contexts and outcomes of evidence-based management: a systematic scoping review in hospital settings	2
Explaining integration and differentiation by identifying the rules and coordination mechanisms in a hospital's logistical system	2
Nurturing innovative culture in a healthcare organisation – Lessons from a Swedish case study	2
Frontline leadership for implementing clinical guidelines in Norwegian mental health services: a qualitative study	2