Journal of Health Organization and Management: Volume 22 Issue 6

Managing the scope and impact of root cause analysis recommendations

Rick Iedema, Christine Jorm, Jeffrey Braithwaite

Increased public awareness of clinical failure and rising levels of litigation are spurring health policy makers in industrialized countries to mandate that clinicians report and…

The impact of engaging leadership on performance, attitudes to work and wellbeing at work: A longitudinal study

Beverly Alimo‐Metcalfe, John Alban‐Metcalfe, Margaret Bradley, Jeevi Mariathasan, Chiara Samele

The purpose of this paper is to examine the relationship between quality of leadership and attitudes to work and a sense of wellbeing at work, and organizational performance.

Transformational, transactional and laissez‐faire leadership among physician executives

Sudha Xirasagar

The purpose of this paper is to examine the empirical validity of transformational, transactional and laissez‐faire leadership and their sub‐scales among physician managers.

Navy Nurse Corps manpower management model

Daniel P. Kinstler, Raymond W. Johnson, Anke Richter, Kathryn Kocher

The Navy Nurse Corps is part of a team of professionals that provides high quality, economical health care to approximately 700,000 active duty Navy and Marine Corps members, as…

Health care competition, strategic mission, and patient satisfaction: research model and propositions

Patrick A. Rivers, Saundra H. Glover

In all industries, competition among businesses has long been encouraged as a mechanism to increase value for patients. In other words, competition ensures the provision of better…

Healthcare governance and organizational barriers to learning from mistakes

John Storey, David Buchanan

The purpose of this article is to advance critical debate in relation to a very critical issue in current healthcare management – namely “patient safety”. This is currently a very…

Note from the publisher

Vicky Williams