Complexity, leadership, and management in healthcare organisations
about
Barriers and facilitators to implementing continuous quality improvement programs in colonoscopy services: a mixed methods systematic reviewTailoring Healthy Workplace Interventions to Local Healthcare Settings: A Complexity Theory-Informed Workplace of Well-Being FrameworkExpanding the frontiers of population nutrition research: new questions, new methods, and new approachesFiguring out fidelity: a worked example of the methods used to identify, critique and revise the essential elements of a contextualised intervention in health policy agencies.Development of the competency scale for primary care managers in Thailand: Scale developmentThe role of innovative global institutions in linking knowledge and action.Do complexity-informed health interventions work? A scoping reviewComplexity science: The challenge of complexity in health careA Time for Action on Health Inequities: Foundations of the 2014 Geneva Declaration on Person- and People-centered Integrated Health Care for AllFostering implementation of health services research findings into practice: a consolidated framework for advancing implementation scienceSustainable development goals for global health: facilitating good governance in a complex environment.Application of simplified Complexity Theory concepts for healthcare social systems to explain the implementation of evidence into practice.Systems thinking and complexity: considerations for health promoting schools.Diagnosis of sustainable collaboration in health promotion - a case study.Sustainability of healthcare improvement: what can we learn from learning theory?The relationship between organisational characteristics and the effects of clinical guidelines on medical performance in hospitals, a meta-analysisDescribing and analysing primary health care system support for chronic illness care in Indigenous communities in Australia's Northern Territory - use of the Chronic Care Model.Differences in antiretroviral scale up in three South African provinces: the role of implementation managementInter-professional collaboration: passing fad or way of the future?Using research to inform quality programmes.Refocusing knowledge generation, application, and education: raising our gaze to promote health across boundariesFacilitators of an interprofessional approach to care in medical and mixed medical/surgical ICUs: a multicenter qualitative study.A method for estimating relative complexity of ambulatory care.Advancing the application of systems thinking in health: provider payment and service supply behaviour and incentives in the Ghana National Health Insurance Scheme--a systems approachMaking sense in a complex landscape: how the Cynefin Framework from Complex Adaptive Systems Theory can inform health promotion practice.Appraisal of family doctors: an evaluation study.A cluster randomized trial of an organizational linkage intervention for offenders with substance use disorders: study protocol.Engaging GPs in insulin therapy initiation: a qualitative study evaluating a support program in the Belgian context.Conceptualising population health: from mechanistic thinking to complexity scienceAdvancing the application of systems thinking in health: managing rural China health system development in complex and dynamic contextsA simple guide to chaos and complexityEvaluation of quality improvement programmes.Factors influencing performance of health workers in the management of seriously sick children at a Kenyan tertiary hospital--participatory action research.A systems view and lessons from the ongoing Ebola Virus Disease (EVD) outbreak in West AfricaThe interplay of contextual elements in implementation: an ethnographic case study.Day medicine: an urgent internal medicine clinic and medical procedures suite.Rate of medical errors in affiliated hospitals of mazandaran university of medical sciences.Developing patient-centred care: an ethnographic study of patient perceptions and influence on quality improvement.Integrating patient safety into the clinical microsystem.Case study research: the view from complexity science
P2860
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P2860
Complexity, leadership, and management in healthcare organisations
description
2001 nî lūn-bûn
@nan
2001 թուականի Սեպտեմբերին հրատարակուած գիտական յօդուած
@hyw
2001 թվականի սեպտեմբերին հրատարակված գիտական հոդված
@hy
2001年の論文
@ja
2001年論文
@yue
2001年論文
@zh-hant
2001年論文
@zh-hk
2001年論文
@zh-mo
2001年論文
@zh-tw
2001年论文
@wuu
name
Complexity, leadership, and management in healthcare organisations
@ast
Complexity, leadership, and management in healthcare organisations
@en
type
label
Complexity, leadership, and management in healthcare organisations
@ast
Complexity, leadership, and management in healthcare organisations
@en
prefLabel
Complexity, leadership, and management in healthcare organisations
@ast
Complexity, leadership, and management in healthcare organisations
@en
P2860
P356
P1433
P1476
Complexity, leadership, and management in healthcare organisations
@en
P2093
P2860
P304
P356
10.1136/BMJ.323.7315.746
P407
P577
2001-09-01T00:00:00Z