Journal of Health Organization and Management

(The TQCC of Journal of Health Organization and Management is 5. 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.)
Organizational readiness for artificial intelligence in health care: insights for decision-making and practice28
The first evidence about conceptual vs analytical lean healthcare research studies21
Large-scale health system transformation in the United Kingdom17
Adoption of the concept of person-centred care into discourse in Europe: a systematic literature review17
The patient as a prosumer of healthcare: insights from a bibliometric-interpretive review17
Understanding implementation science from the standpoint of health organisation and management: an interdisciplinary exploration of selected theories, models and frameworks16
Social media hospital ratings and HCAHPS survey scores15
Factors influencing implementation of organizational health literacy: a realist review15
Communication and leadership in healthcare quality governance15
Changing to improve? Organizational change and change-oriented leadership in hospitals14
Challenges in co-designing an intervention to increase mobility in older patients: a qualitative study13
Understanding and investing in healthcare innovation and collaboration12
Practical strategies and the need for psychological support: recommendations from nurses working in hospitals during the COVID-19 pandemic10
Entrepreneurial orientation and burnout among healthcare professionals10
Barriers and facilitators in the implementation of an evidence-based health promotion intervention in a primary care setting: a qualitative study10
Case management service quality and patient-centered care10
Managerial workarounds in three European DRG systems10
“I feel I have no voice”: hospital doctors' workplace silence in Ireland9
Innovation technology in neurorehabilitation: introducing a hub and spoke model to avoid patient “migration” in Sicily9
Engaging to innovate: an investigation into the implications of engagement at work on innovative behaviors in healthcare organizations9
Challenges and enablers of the embedded researcher model9
The German health care Innovation Fund – An incentive for innovations to promote the integration of health care9
Causes, impacts and possible mitigation of non-attendance of appointments within the National Health Service: a literature review8
Regionalization in elderly care: what makes up a healthcare region?8
The influence of servicescape and service credibility on older adults' intention to recover8
Interprofessional teamwork: the role of professional identity and signature pedagogy – a mixed methods study8
Development and validation of an algorithm using health administrative data to define patient attachment to primary care providers8
Implementing population health management: an international comparative study7
Public preferences for allocating absolute scarce critical healthcare resources during the COVID-19 pandemic7
Implementing lean-led hospital design; lessons gained at a pioneer7
Using systems thinking to increase understanding of the innovation system of healthcare organisations7
Lean management in health care: a review of reviews of socio-technical components for effective impact7
Reducing the waitlist of referred patients in a medical specialist outpatient clinic: an observational study7
Leader–member exchange and organizational climate effects on clinician turnover intentions7
Context counts: a qualitative study exploring the interplay between context and implementation success7
Safety culture in healthcare: mixed method study7
Implementation and sustainability of upper limb constraint-induced movement therapy programs for adults with neurological conditions: an international qualitative study7
Sustainability determinants of the Burkinabe performance-based financing project7
Tracing healthcare organisation integration in the UK using actor–network theory6
Linking supportive leadership to satisfaction with care: proposing and testing a service-profit chain inspired model in the context of elderly care6
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 practice6
Resource dependency and strategy in healthcare organizations during a time of scarce resources: evidence from the metropolitan area of cologne6
Exploring the emotional experience of lean6
Preconditions for nurses' perceived organizational support in healthcare: a qualitative explorative study5
Nursing assistant's perceptions of the good work environment in municipal elderly care in Sweden –a focus group study5
“Slow science” for 21st century healthcare: reinventing health service research that serves fast-paced, high-complexity care organisations5
Leadership and administrative support for interprofessional collaboration in a cancer center5
Speaking up as an extension of socio-cultural dynamics in hospital settings: a study of staff experiences of speaking up across seven hospitals5
Collaboration to combat COVID-19: policy responses and best practices in local integrated care settings5
Prioritizing enablers for service quality in healthcare sector – a DEMATEL approach5
Trust as a multidimensional phenomenon in LMX relationships5
Transferring, translating and transforming knowledge: the role of brokering in healthcare networks5
A framework to guide the implementation of lean management in emergency department5
That's how it should work: the perceptions of a senior management on the value of decentralisation in a service delivery organisation5
Lean healthcare applied systematically in a medium-sized medical clinic hospitalization5
Simulation educators in clinical work: the manager's perspective5
Adapting results-based financing to respond to endogenous and exogenous moderators in Zimbabwe5
Metaphors of organizations in patient involvement programs: connections and contradictions5
The influence of soft and hard TQM on quality performance and patient satisfaction in health care: investigating direct and indirect effects5
Capacity for optimal performance of healthcare supply chain functions: competency, structural and resource gaps in the Northern Region of Ghana5
Clarifying the interface between respectful leadership and intention to stay5
The relationship between healthcare service provision models and patient experience5