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Originally developed by the Japanese firm Toyota in the 1950s, the core innovation of lean production is to reorient all organizational activity around continuous improvement and the elimination of waste. We use the case of lean production in two healthcare organizations to explore the process of translating management models into new environments (Czarniawska & Sevón, 1996; Mohr, 1998). We draw on insights from organizational sociology and social movement theory to understand the strategies of actors as they attempt to overcome opposition to model transfer (Battilana, Leca, & Boxenbaum, 2009; Friedland & Alford, 1991; Snow, Rochford, Worden, & Benford, 1986). We examine two attempts to export lean production to healthcare organizations: Riverside Hospital, a research and teaching institution, and Lakeview Associations, a managed health provider. We use these cases to illustrate two ways that management models can get lost in the process of institutional translation: model attenuation, and model decoupling.

Research on strategic decision making has over‐emphasized the importance of competence‐based trust among the team members. Literature on healthcare is silent on the impact of competence‐based trust between the physicians and administrators on decision outcomes. The purpose of this paper is to empirically investigate whether competence‐based trust between physician executives and administrators is beneficial to the healthcare organizations.

Using a structured instrument, data are collected from top management teams of 109 US hospitals. The participants include both CEOs and administrators and physician executives. The data are analyzed using multiple regression technique to examine the role of competence‐based trust between the physicians and administrative executives in enhancing decision quality, commitment and understanding.

Results show that competence‐based trust is the key to successful strategic decision making while lack of trust may hinder the effectiveness of decision implementation in healthcare organizations.

Only the healthcare industry is considered. Self‐report measures may have some common method bias and social desirability bias.

This study contributes to both practicing managers as well as to strategic management literature. This study suggests that development and retention of competence‐based trust between the administrators and physicians is essential in making decision‐making process effective and successful.

Though the study represents the US hospitals, to the extent the strategic decision process is similar across the world, the findings can be generalized to other healthcare organizations in the world.

Research on strategic decision‐making has emphasized the importance of team decision‐making as it brings the benefits of synergy. Literature on healthcare is silent on the role of professional doctors in the strategic decision‐making process and their impact on decision outcomes. The purpose of the present paper is to empirically examine the outcomes of decisions when physician executives were involved in strategic decision‐making process in healthcare organizations.

Using a structured survey instrument, this paper gathered data from 361 senior executives from 109 hospitals in USA and analyzed the data using regression techniques on whether the presence of physicians in strategic decision‐making processes enhanced decision quality, commitment, and understanding.

Results showed the presence of professional doctors in the decision‐making process enhances commitment and decision quality in healthcare organizations.

Only the healthcare industry was considered. Self‐report measures may have some inherent social desirability bias.

This study contributes to both practicing managers as well as to strategic management literature. This study suggests that healthcare administrators need to engage physician executives in strategic decision‐making to have successful decision outcomes.

To the extent strategic decision‐making process is similar in other industries, the findings can be generalizable across other industries.

In today’s challenging world, achieving professional commitment among healthcare workers is becoming the need of time. Drawing on self-determination theory, the current study examines how and under which boundary conditions perceived organizational support affects professional commitment.

Data was collected from doctors and nurses employed in public and private sector hospitals by employing a split-questionnaire design.

The authors’ study findings demonstrate that perceived organizational support has a positive and indirect effect on the professional commitment of nurses and doctors via mediating the role of subjective well-being. The authors also found that these findings depend on healthcare workers’ burnout levels. The positive relationship between perceived organizational support and subjective well-being is attenuated by burnout syndrome.

The current study poses implications for policymakers and administrators of healthcare institutions as well as to develop a supportive culture to evoke more professional commitment among healthcare workers. Implications for nursing managers and policymakers are discussed in light of the study findings.

Healthcare institutions are increasingly paying attention to raising the professional commitment of their workforce, especially in the wake of a crisis like the COVID-19 outbreak. The current study will add to the body of literature on nursing management, healthcare studies and organizational psychology in the South Asian context by explaining the relationship between POS and professional commitment, drawing on self-determination theory.

This paper aims to present an applied research effort aimed at re‐engineering the utilization practices of operating rooms for a public Portuguese hospital. This re‐engineering effort is motivated by the desire to enhance the patient‐orientation of the hospital. The role of information systems in facilitating such organizational change is also to be examined.

Actual data are used to simulate outcomes of three different operational scenarios related to the utilization of operating rooms and surgical teams. As such, the critical constraint related to surgical capacity is relaxed under different utilization scenarios.

Based on the findings of the study, it appears that there is no conflict between operational efficiency and patient satisfaction. Well‐designed operational changes can lead to both efficiency and patient satisfaction benefits. This, in turn, can translate into competitive strategic advantage for the hospital.

The simulation results derived from this applied research are positive. In general, they tend to point to potential operational and strategic benefits to the hospital and its patients. Although the simulation model used in this study was validated using actual data, more research is needed to test its general applicability. Such research should shed more light on the interrelationships which exist within the hospital operating system.

The approach advocated in this research has operational and strategic relevance to healthcare policy makers and hospitals' administrators. In this context, the role of the information systems in providing information relevant to tracking and improving a hospital's performance is emphasized.

The paper presents a practical, applied, systematic approach toward enhancing operational effectiveness in healthcare organizations. It draws on bodies of knowledge pretending to system theory, simulation and operations management in order to improve the short‐term performance of hospitals.

The purpose of this paper is to examine anger associated with types of negative work events experienced by health administrators and to examine the impact of anger on intent to leave.

Textual data analysis is used to measure anger in open‐ended survey responses from administrative staff of a Canadian hospital. Multivariate regression is applied to predict anger from event type, on the one hand, and turnover intentions from anger, on the other.

Person‐related negative events contributed to administrator anger more than policy‐related events. Anger from events predicted turnover intentions after adjusting for numerous potential confounds.

Future studies using larger samples across multiple sites are needed to test the generalizability of results.

Results provide useful information for retention strategies through codifying respect and fairness in interactions and policies. Health organizations stand to gain efficiencies by helping administrators handle anger effectively, leading to more stable staffing levels and more pleasurable, productive work environments.

This paper addresses gaps in knowledge about determinants of turnover in this population by examining the impact of administrator anger on intent to leave and the work events which give rise to anger. Given the strategic importance of health administration work and the high costs to health organizations when administrators leave, results hold particular promise for health human resources.

The purpose of this paper is to propose a systematic approach to measuring, tracking, monitoring and continuously improving efficiency, availability and quality in healthcare operational settings.

The proposed measure of healthcare operational effectiveness (HOE) consists of three indicators. They include an availability indicator, an quality indicator, and an efficiency indicator. The proposed approach tends to facilitate the systematic improvement at the different facets of operational effectiveness.

The proposed operational performance approach based on the HOE is consistent with the themes of performance measures and measurement reported in the literature.

The proposed healthcare operational effectiveness approach represents a serious attempt at quantifying the key facets of service effectiveness in healthcare operational settings. The validation of this performance assessment and measurement approach is worthy of future research.

The approach advocated by the HOE has operational and strategic relevance to decision makers of healthcare organizations.

This paper presents a practical, systematic approach toward enhancing operational effectiveness in healthcare organizations. Relevant implementation issues associated with the proposed approach are also addressed.

The health sector is increasingly dynamic and complex, in which (strategic) change has become a constant in the sector's adaptation to different challenges. This study aims to meet the need to understand which trends in the literature on strategic change in the health sector and which elements comprise it.

To advance research in this area, the authors systematically review 285 articles collected from the Scopus database. The authors conducted a bibliometric analysis using the VOSviewer software by applying the bibliographic matching method to understand how these articles were grouped and thus characterise the literature trends.

Through a systematic literature review (SLR), this study analyses the various lenses of literature on strategic change in the context of the health sector, classifying and conceptually mapping existing research into four thematic groups: key factors in strategic change, theories and models underlying strategic change, decentralisation in strategic change and the challenges to strategic change in this millennium.

The trends in the literature on strategic change in the health sector explore strategic change from different perspectives. Key features in strategic change suffered reciprocal influence from the theories/models of strategic change and decentralisation of health care so that the health sector could define strategies to respond to the challenges it faced.

The health sector has been in great prominence worldwide, specifically due to the recent events that have occurred on a planetary scale. Therefore, a systematic review is essential to help understand the strategic changes that have occurred in the health sector and their impact. The authors did not find any SLR that focuses on global strategic changes in the health sector, so this study will fill this gap, systematising the main topics on strategic change in the health sector. The authors also suggest an integrative research framework and a future research agenda.

This research paper aims to explore the added value of knowledge management (KM) and its antecedents for innovation and organizational performance (OP) in marginal healthcare organizations.

Using insights from the resource-based view and knowledge-based theory of the firm, the model explains the effects of technology capabilities (TC) and organizational culture (OC) on the KM process, process innovation (PIN), administrative innovation (AIN) and OP. The authors used partial least squares structural equation modeling (PLS-SEM) and fuzzy-set qualitative comparative analysis (fsQCA) to analyze data collected from 168 healthcare practitioners in Cameroon using a survey.

The authors reveal that TC and OC positively impact some KM components. Knowledge sharing (KS), knowledge acquisition (KA) and responsiveness to knowledge (RK) influence PIN, while only PIN and KA influence OP. FsQCA provided several configurations that lead to high OP within healthcare centers. As a result, the results are adaptable to any healthcare center that wishes to set up one or more KM processes.

Given that the results will help the health workforce make concerted decisions about medical care, the authors contribute significantly to the definition and optimization of KM in healthcare by implementing various processes and policies to ensure the continued existence of high-quality and outstanding healthcare systems. The KM propositions will enable healthcare centers to: (1) improve the quality of patient care through collegiality in medical practice; (2) optimize processes in the patient care chain; and (3) leverage knowledge gained though knowledge sharing among the medical team. The propositions open up avenues for future research in addition to providing practical implications for healthcare center practitioners.

This study sheds new empirical light on the relationships between KM antecedents and processes, innovation and OP in healthcare centers. This research is one of the few to examine the relationship between TC, OC, KM processes, innovation and OP in developing countries. This paper aims to fill this gap and inform future research concerning KM in the healthcare sector. Further, this study goes beyond testing the PLS-SEM approach's hypotheses by applying fsQCA to provide practical and comprehensive knowledge on how to increase the efficiency of a healthcare center through KM.

The purpose of this paper is to assess the involvement of libraries in health literacy programs and initiatives based on a review of the literature.

Four databases were searched for papers that described health literacy programs and initiatives within libraries.

Several themes of health literacy programs in libraries emerged: health literacy for older adults, underserved populations, the general public, healthcare professionals, and medical students, and patients. Collaborations between libraries and community organizations were frequently used.

Librarians may use this review to understand the history of health literacy efforts and libraries to inform future programming. This review will contextualize current research on health literacy and libraries.

Despite the currency and relevance of this topic, there are no literature reviews on health literacy and librarianship.