OOIR: Observatory of International Research

Papers

(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 2020-05-01 to 2024-05-01.)

Article	Citations
Organizational readiness for artificial intelligence in health care: insights for decision-making and practice	37
The patient as a prosumer of healthcare: insights from a bibliometric-interpretive review	26
Adoption of the concept of person-centred care into discourse in Europe: a systematic literature review	24
The first evidence about conceptual vs analytical lean healthcare research studies	23
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	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	14
Barriers and facilitators in the implementation of an evidence-based health promotion intervention in a primary care setting: a qualitative study	14
Causes, impacts and possible mitigation of non-attendance of appointments within the National Health Service: a literature review	14
“I feel I have no voice”: hospital doctors' workplace silence in Ireland	12
Regionalization in elderly care: what makes up a healthcare region?	12
Case management service quality and patient-centered care	12
Challenges and enablers of the embedded researcher model	12
Leader–member exchange and organizational climate effects on clinician turnover intentions	11
Development and validation of an algorithm using health administrative data to define patient attachment to primary care providers	10
Engaging to innovate: an investigation into the implications of engagement at work on innovative behaviors in healthcare organizations	10
Context counts: a qualitative study exploring the interplay between context and implementation success	9
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
Sustainability determinants of the Burkinabe performance-based financing project	9
Interprofessional teamwork: the role of professional identity and signature pedagogy – a mixed methods study	8
Safety culture in healthcare: mixed method study	8
Preconditions for nurses' perceived organizational support in healthcare: a qualitative explorative study	8
Using systems thinking to increase understanding of the innovation system of healthcare organisations	8

The influence of soft and hard TQM on quality performance and patient satisfaction in health care: investigating direct and indirect effects	8
Lean management in health care: a review of reviews of socio-technical components for effective impact	8
Implementation and sustainability of upper limb constraint-induced movement therapy programs for adults with neurological conditions: an international qualitative study	7
Public preferences for allocating absolute scarce critical healthcare resources during the COVID-19 pandemic	7
Reducing the waitlist of referred patients in a medical specialist outpatient clinic: an observational study	7
Leadership and administrative support for interprofessional collaboration in a cancer center	7
Resource dependency and strategy in healthcare organizations during a time of scarce resources: evidence from the metropolitan area of cologne	7
Exploring the emotional experience of lean	7
Adapting results-based financing to respond to endogenous and exogenous moderators in Zimbabwe	6
Nursing assistant's perceptions of the good work environment in municipal elderly care in Sweden –a focus group study	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
Trust as a multidimensional phenomenon in LMX relationships	6
Does workplace toxicity influence turnover intentions among Indian healthcare employees? Investigating the moderating role of gratitude	6
Lean healthcare applied systematically in a medium-sized medical clinic hospitalization	6
Prioritizing enablers for service quality in healthcare sector – a DEMATEL approach	6
What theories underpin performance-based financing? A scoping review	6
Linking supportive leadership to satisfaction with care: proposing and testing a service-profit chain inspired model in the context of elderly care	6
Assessing individual readiness for change in healthcare: a review of measurement scales	5
The impact of interprofessional practice models on health service inequity: an integrative systematic review	5
Equity-informative methods of health services research	5
Working towards health equity for ethnic minority elders: spanning the boundaries of neighbourhood governance	5
Money matters – primary care providers' perceptions of payment incentives	5
The relationship between healthcare service provision models and patient experience	5
Process facilitators shifting between the support and expert roles in a complex work environment intervention in the Swedish healthcare sector	5
Transferring, translating and transforming knowledge: the role of brokering in healthcare networks	5
A framework to guide the implementation of lean management in emergency department	5
Capacity for optimal performance of healthcare supply chain functions: competency, structural and resource gaps in the Northern Region of Ghana	5
Understanding self-managing teams in Dutch healthcare: empirical evidence to non-sequential team development processes	5
Speaking up as an extension of socio-cultural dynamics in hospital settings: a study of staff experiences of speaking up across seven hospitals	5
Organizational perspectives on implementing complex health interventions: clinical genomics in Australia	5
“Slow science” for 21st century healthcare: reinventing health service research that serves fast-paced, high-complexity care organisations	5
Metaphors of organizations in patient involvement programs: connections and contradictions	5
Organisational development to support integrated care in East London: the perspective of clinicians and social workers on the ground	5
That's how it should work: the perceptions of a senior management on the value of decentralisation in a service delivery organisation	5
Clarifying the interface between respectful leadership and intention to stay	5
Collaboration to combat COVID-19: policy responses and best practices in local integrated care settings	5
The barriers and facilitators of radical innovation implementation in secondary healthcare: a systematic review	5