Relevant bibliographies by topics / Organizational health

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Organizational health'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Organizational health"

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Launer, J. "Organizational health." QJM 99, no. 12 (November 3, 2006): 883–84. http://dx.doi.org/10.1093/qjmed/hcl122.

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Yusof, Muhammad SuhaimiMohd, and Abd Rahim Romle. "Exploring the Elements of Organizational Inertia and Impactson Organization." International Journal of Psychosocial Rehabilitation 24, no. 03 (February 18, 2020): 1536–42. http://dx.doi.org/10.37200/ijpr/v24i3/pr200903.

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Cox, Tom. "Editorial: Organizational health." Work & Stress 2, no. 1 (January 1988): 1–2. http://dx.doi.org/10.1080/02678378808259140.

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Hilton Brown, Enid. "Improving organizational health by addressing organizational trauma." Journal of Organizational Change Management 10, no. 2 (April 1997): 175–78. http://dx.doi.org/10.1108/09534819710160835.

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Yusof, Muhammad Suhaimi Mohd, and Abd Rahim Romle. "Exploring the Elements of Organizational Inertia and Impacts on Organization." International Journal of Psychosocial Rehabilitation 24, no. 02 (February 13, 2020): 4243–51. http://dx.doi.org/10.37200/ijpr/v24i2/pr200747.

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Dalsey, Elizabeth, and Hee Sun Park. "Implication of Organizational Health Policy on Organizational Attraction." Health Communication 24, no. 1 (February 4, 2009): 71–81. http://dx.doi.org/10.1080/10410230802607016.

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Dyck, Dianne, and Tony Roithmayr. "Organizational Stressors and Health." AAOHN Journal 50, no. 5 (May 2002): 213–19. http://dx.doi.org/10.1177/216507990205000507.

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Ng, Thomas W. H., and Tammy D. Allen. "Organizational attachment and health." Journal of Vocational Behavior 107 (August 2018): 1–14. http://dx.doi.org/10.1016/j.jvb.2018.03.003.

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DeJoy, David M., and Mark G. Wilson. "Organizational Health Promotion: Broadening the Horizon of Workplace Health Promotion." American Journal of Health Promotion 17, no. 5 (May 2003): 337–41. http://dx.doi.org/10.4278/0890-1171-17.5.337.

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This article argues that efforts to improve the health and well-being of the workforce should begin with the organization itself. The term organizational health promotion is introduced to expand the scope of worksite health promotion. Organizational health promotion delves into the basic structural and organizational fabric of the enterprise—to how work is organized. The core themes of healthy work organization are introduced, and the status of our ability to identify organizational risk factors is discussed. A conceptual model of healthy work organization is presented, along with a process for expanding the health promotive capacity of the organization. The final section addresses challenges related to adopting an organizational health promotion perspective.
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Yan, Yu H., and Chih M. Kung. "The Impact of Hospital Accreditation System: Perspective of Organizational Learning." Health 07, no. 09 (2015): 1081–89. http://dx.doi.org/10.4236/health.2015.79123.

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Dissertations / Theses on the topic "Organizational health"

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Borruso, Laura. "Organizational Aspects of a Public Health Initiative: Inter-Organizational Interactions in the Healthy Ontario Initiative." Scholarship @ Claremont, 2018. http://scholarship.claremont.edu/scripps_theses/1154.

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This qualitative study focuses on the intersection of Organizational Studies and Public Health. Through the use of cross-sector work, the Public Health field coordinates work across multiple organizations to diagnose and prevent health issues. Interviewing several administrators from organizations who partake in the Healthy Ontario Initiative allowed me to examine how organizations of different types and sectors interact and connect around this project. This study will predominantly focus on the challenges they face, how they overcome them, and how they are evaluated. Highlighting the intersection of Public Health and Organizational Studies and the way a current Public Health initiative organizes and delivers services may impact the way in which the field evolves in the future.
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Murphy, Lee P. "Influencing Successful Organizational Change Through Improving Individual and Organizational Dimensions of Health." Thesis, Benedictine University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3583435.

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In both academic and management literature it has been often stated that 70% of change efforts are not successful (Kotter, 1995; Smith, 2002). And while this failure rate may not be empirically tested, it points to a reality that most change efforts are not only difficult, but they are often unsuccessful (Hughes, 2011). When an organization undergoes a major organizational change process, the expected impacts include increased employee stress and overall productivity dips in the midst of the change (Dahl, 2011; Elrod II & Tippett, 2002). Measuring the impacts of change on employees and on organizational effectiveness during the change can add value and help increase the chances for change initiative success by allowing necessary adjustments and identifying and leveraging additional business improvement predictors along the way.

In this dissertation, I answer the question “What is the impact of going through a major organizational change on business outcomes and employee and organizational health?” My results suggest that an organization can transform the expected negative effects of a major change effort to positive effects by focusing on three things: 1) Improving employee mental health; 2) Increasing positive practices, including leadership’s impact on the organization; and 3) Improving employee involvement, communication, and teamwork. Finally, the results also show that improved employee mental health and improved positive practices are significantly related to improved business outcomes. Organizational change outcomes can be successfully informed by linking business outcomes with change impact measures.

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Valladolid, Christine. "Meaningfulness and job satisfaction for health care technology workers." Thesis, Pepperdine University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10141727.

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Health care technology workers play an increasingly important role in meeting regulatory requirements, improving patient care and containing health care costs. However, their perceptions of work and job satisfaction are lightly studied in comparison to other health care workers such as physicians or nurses. This exploratory study used heuristic inquiry to investigate the perceptions of health care technology workers with regard to their feelings of task significance, mission valence, work meaning, and job satisfaction.

Nine research participants representing three not-for-profit, secular hospital systems which were selected to have variation in geographic scope and organization size were interviewed. All participants were full-time, senior professional, non-executive, employees with a minimum of five years of experience in health care technology and three years with their current employer.

Thematic analysis revealed themes within four categories: organization culture, organization mission, interactions with clinicians and perceived contribution. These organizations have strong cultures in which staff members police the cultural norms. The inculcation to the culture includes helping health care technology workers connect to the organization’s mission of patient care, and these employees perceive the mission to have high valence. While these employees feel that the mission of patient care is important and valuable, they have a conflicted relationship with physicians who they perceive as resistant to the adoption of new technology. Finally, health care technology workers recognized that their work tasks may not directly impact patient care; however, they felt their contribution was meaningful, in particular when they were able to contribute their unique talents.

Study conclusions and recommendations included how job rotations allowing health care technology workers to work at a care provider site provides an opportunity for health care companies to increase workers’ feelings of task significance and task identity, and therefore, job satisfaction. Contributing one’s unique gift is perceived as meaningful, and workers seek opportunities to do so. Recognizing the importance of these workers and facilitating improved interactions between health care technology workers and physicians particularly with regard to adoption of new technology is seen as critical for ensuring effective and efficient health care delivery.

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Haque, Rezwan. "Organizational Innovation in Health Care." Thesis, Harvard University, 2015. http://nrs.harvard.edu/urn-3:HUL.InstRepos:17463146.

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This dissertation investigates whether differences in organizational innovation amongst health care providers can explain the huge variation in costs and outcomes. I specifically consider two facets of organizational innovation: the deployment of information technology and the relationships between hospitals and physicians. In the first chapter, I investigate IT adoption in a service setting by considering the impact of electronic medical records (EMRs) on the length of stay and clinical outcomes of patients in US hospitals. To uncover the distinct impacts of EMRs on operational efficiency and care coordination, I present evidence of heterogeneous effects by patient complexity. I find that EMRs have the largest impact for relatively less complex patients. Admission to a hospital with an EMR is associated with a 2\% reduction in length of stay and a 9\% reduction in thirty-day mortality for such patients. In contrast, there is no statistically significant benefit for more complex patients. However, I present three additional results for complex cases. First, patients returning to the same hospital benefit relative to those who previously went to a different hospital, which could be due to easier access to past electronic records. Second, computerized order entry is associated with higher billed charges. Finally, hospitals that have a high share of publicly insured patients, and hence a bigger incentive to curb resource use, achieve a greater reduction in length of stay for complex patients after EMR adoption. In the second chapter, co-authored with Robert Huckman, I investigate the role of process specialists in guiding customers through such complex service transactions by considering the management of patients admitted to U.S hospitals. Traditionally, a patient's primary care physician has been in charge of his or her hospital admission. Over the past decade, however, there has been a steady rise in the use of hospitalists - physicians who spend all their professional time at the hospital - in managing inpatient care. Using data from the American Hospital Association and the Agency for Healthcare Research and Quality's Nationwide Inpatient Sample (NIS) database, we find that hospitals with hospitalist programs achieve reductions in the risk-adjusted length of stay of inpatients over the time period 2003 to 2010. The effect is strongest for complex patients who have a higher number of comorbidities. Our findings support the view that process specialists such as hospitalists are particularly beneficial for complex transactions that entail a greater degree of coordination. In the final chapter, I document the positive relationship between consolidation in the health care industry and technology adoption. I propose several mechanisms that could explain the association between the adoption of electronic medical records and greater hospital-physician integration. I show that the positive correlation between technology adoption and hospital consolidation has been increasing over time. I show that hospitals located in concentrated markets are more likely to adopt electronic medical records and to use hospitalists. Moreover, for a limited set of hospitals, the quality of management is positively associated with the adoption of electronic medical records and the use of hospitalists.
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Smith, Amber Rose. "Communication Strategies Used During Organizational Change in a Health Care Organization." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4561.

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More than 4.9 million businesses exist in the United States, and leaders within these businesses have to acclimate to change. Clear and effective communication is vital to the success of an organization. According to scholars and health care leaders focusing on strategies to communicate change during organizational change is a critical aspect of sustainability and profitability. The conceptual framework of this study was communication theory. The purpose of this single case study was to explore successful strategies that some health care leaders used to communicate during organizational change in a health care organization in El Paso, Texas. The data collection process consisted of collecting data from semistructured interviews and organizational documents, and the analysis process included grouping key words and reconstructing data into themes. The 4 key themes that emerged from this process included building trust through organizational communication is critical during change, the use of technologies, as a tool for communication is key during change, 2-way communication needs to occur during organizational change, and communication about change is vital through comprehensive organizational meetings. Health care leaders provided insights on management and communication strategies and responsibilities leaders and employees go through during organizational change. The implications for positive social change include strategies to improve communication that could help health care leaders with their employees and their patients during organizational change, which could increase the profitability of the organization and potentially generate a more thriving and healthy community.
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Ransom, James Anthony. "The Role of Agency in Community Health Outcomes: Local Health Departments and Childhood Immunization Coverage Rates." Antioch University / OhioLINK, 2013. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1382849108.

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Perley, Mary Jo. "Organizational culture and social power : an analysis of a health care organization /." The Ohio State University, 1986. http://rave.ohiolink.edu/etdc/view?acc_num=osu14872675469815.

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Dembeck, Terri L. "Dynamics of Collective Sensemaking and Social Structuring Action Nets| An Organizational Ethnography Within the Military Health System's Defense Centers of Excellence for Psychological Health and Traumatic Brain Injury." Thesis, The George Washington University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3557559.

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Organizational perception and conception of interactions and relationships vary over time and space. This study focused on the capacity within and between healthcare organizations to collectively make sense of ambivalent and ambiguous environments in the context of social structuring actions (Czarniawska, 2008; Johnson, 2009; Weick, 1995). The purpose was to develop narrative frames from which a deeper understanding could be developed of how collective sensemaking is enacted through reciprocal and reflective interorganizational relationships during the final phases of an intended multiorganizational integration endeavor (Barki & Pinsonneault, 2005; Oliver, 1990). This study explored and described collective sensemaking as recognizable patterned social structuring actions that surfaced during integration efforts within the Military Health System's Defense Centers of Excellence for Psychological Health and Traumatic Brain Injury.

A narrative approach illustrated emergent social processes. In the process of collaboration, ongoing generative conversations (Taylor & Van Every, 2000; Hardy, Lawrence, & Grant, 2005; Weick, 2004) affected the relationships between collective sensemaking and social structuring. An interpretive constructionist perspective revealed practices involving the interplay of assignment of meaning (signification), reducing equivocality and integration; formation of a sense of community, establishing structures and norms (legitimation); and the effects of collaboration and power (domination) distribution (Giddens, 1984; Weick, Sutcliffe, & Obstfeld, 2005).

More than 24 months of embedded observation aided the researcher's awareness of ongoing narrative dynamics of collaborative actions setting the conditions for the emergence of interorganizational relationships (Harquail & King, 2010; Hatch, 1997; Hatch & Schultz, 2002) and embodied practices (Varela, Thompson, & Rosch, 1991). Throughout experiences of collective sensemaking, organizations interpose mini-narratives as evidence of reciprocal patterns of social structuring revealing cooperative behaviors interweaving coordinated actions and setting conditions for the structuring of collaborative integrating nets of collective action. This supports both Carniawska's (2008) and Weick's (1995) theory of organizing during collective sensemaking as enacted processes within relational conceptualizations and perceptions. These findings contribute to understanding the dynamics of collective sensemaking and social structuring; moreover, they incorporate the new paradigm of enaction (Kuhn, 1996; Stewart, Gapenne, & Di Paolo, 2010) as embodied sensemaking into organizational theory.

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Nield, Robert, and n/a. "Alientated students' perceptions of school organizational health." University of Canberra. Education, 1990. http://erl.canberra.edu.au./public/adt-AUC20060824.130208.

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This thesis explores alienated students' perceptions of the organizational health of a Year 7 to 10 A.C.T. high school. The study emerged at the theoretical level from a concern that school effectiveness studies focussed too narrowly on student academic attainment as an indicator of an effective school. A broader view of effectiveness would hopefully show that in the case of comprehensive co-educational government high schools, student alienation could have a powerful effect in undermining the achievement of academic goals in such schools. Because these schools have little control over their student clientele and require compulsory student attendance until age 15, it seemed a degree of alienation was inevitable. The task for high school administrators, it was hypothesized, lay in minimizing these alienation levels in order to reduce the impact such student alienation might have on other school effectiveness indicators like teacher commitment, teacher morale and time on task in classes. My experience as a practitioner, in the Student Welfare area of a large ACT government high school, also indicated that the traditional "top down" strategy of much research in the field of Educational Administration that concentrated on the perspectives of principals and teachers only gave one view of the processes within a school. The other, complementary "bottom up" view came from students. In particular, it was hypothesized, the perspectives the most alienated students in a government high school held towards the organizational health of the school might represent an unusual test of school effectiveness. This was because the commitment of such students towards the school and its stated academic goals was most problematic. The promotion of a school "culture" or "ethos" that could integrate low level and high level alienation students, and thereby foster school effectiveness, appeared to be possible only to the extent that high level alienation students could be kept on side or neutralized by high school administrators. These speculations were largely confirmed in this study. Apart from the interaction of sex and year level with alienation, the other major finding was that teacher consideration, or the extent to which teachers show concern for students as individuals, was the only organizational health dimension that produced a significant difference between students on the basis of alienation level. In short, the study is not concerned with student alienation as such. Rather it is concerned with understanding how alienated students perceive a relatively effective school. This would hopefully enable that alienation to be minimized and managed.
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Quenneville, Brenda. "Walking Recovery Talk : Mental Health Organizational Change." Thesis, Laurentian University of Sudbury, 2014. https://zone.biblio.laurentian.ca/dspace/handle/10219/2180.

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The full experience of mental illness cannot be described in isolation from the context in which one lives, yet the internal physical manifestation of symptoms has been the focus of treatment in western cultures. The “recovery” paradigm is emerging as best-practice philosophy for mental health practice and represents a significant departure from existing standards thereby challenging mental health organizations to re-negotiate their relationship with the dominant bio-medical model. Despite the growing acceptance of recovery philosophy, literature exploring large-scale recovery-oriented organizational change is sparse. The purpose of this research was twofold; 1) to outline the steps taken by change agents within an organization embarking on recovery organizational change, and 2) to understand the experience, including successes and challenges associated with change. The qualitative data obtained from interviewing seventeen participants revealed the impact of organizational contextual factors, leadership and communication on recovery organizational change. Further, the data exposed the complexity of challenging preconceptions and practice when trying to adopt recovery approaches. The findings may guide other community based mental health organizations in their recovery journey.
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Books on the topic "Organizational health"

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Cooper, Cary L. Organizational health and wellbeing. Los Angeles: SAGE Publications, 2011.

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Cooper, Cary. Organizational Health and Wellbeing. 1 Oliver's Yard, 55 City Road, London EC1Y 1SP United Kingdom: SAGE Publications Ltd, 2011. http://dx.doi.org/10.4135/9781446262771.

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Leovey, Imre. The joyful organization: Understanding organizational health, diseases and joy. New Delhi: Response Books, 2003.

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Organizational behavior in health care. 2nd ed. Sudbury, Mass: Jones and Bartlett Publishers, 2011.

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Constantin, Ticu, and Ana Stoica-Constantin. Conflict, change, and organizational health. Iași, Romania: Editura Universității "Alexandru Ioan Cuza" Iași, 2009.

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Tracy, Stephen L. SDDOT organizational health assessment 2000. Pierre, SD: South Dakota Dept. of Transportation, Office of Research, 2000.

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Lorenzi, Nancy M., and Robert T. Riley. Organizational Aspects of Health Informatics. New York, NY: Springer New York, 1995. http://dx.doi.org/10.1007/978-1-4757-4184-1.

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Promoting health through organizational change. San Francisco: Benjamin Cummings, 2002.

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Grossman, Ralph. Health promotion and organizational development: Development for health. Vienna: WHO Regional Office for Europe, Health Promotion Unit, Lifestyles and Health Department, 1993.

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Marszalek-Gaucher, Ellen. Transforming healthcare organizations: How to achieve and sustain organizational excellence. San Francisco: Jossey-Bass, 1990.

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Book chapters on the topic "Organizational health"

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Jensen, Chad D., Amy F. Sato, Elissa Jelalian, Elizabeth R. Pulgaron, Alan M. Delamater, Chad D. Jensen, Amy F. Sato, et al. "Organizational Health." In Encyclopedia of Behavioral Medicine, 1396. New York, NY: Springer New York, 2013. http://dx.doi.org/10.1007/978-1-4419-1005-9_101201.

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Jensen, Chad D., Amy F. Sato, Elissa Jelalian, Elizabeth R. Pulgaron, Alan M. Delamater, Chad D. Jensen, Amy F. Sato, et al. "Organizational Health Promotion." In Encyclopedia of Behavioral Medicine, 1397. New York, NY: Springer New York, 2013. http://dx.doi.org/10.1007/978-1-4419-1005-9_101202.

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Crane, Monique F. "Organizational Health Psychology." In Encyclopedia of Behavioral Medicine, 1–4. New York, NY: Springer New York, 2018. http://dx.doi.org/10.1007/978-1-4614-6439-6_101980-1.

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Crane, Monique F. "Organizational Health Psychology." In Encyclopedia of Behavioral Medicine, 1574–77. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-39903-0_101980.

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Morgan, Philip I. "Organizational Culture." In Management in Health Care, 488–503. London: Macmillan Education UK, 1994. http://dx.doi.org/10.1007/978-1-349-23156-0_24.

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Lorenzi, Nancy M., and Robert T. Riley. "Informatics and Organizational Change." In Health Informatics, 10–26. New York, NY: Springer New York, 1995. http://dx.doi.org/10.1007/978-1-4757-2428-8_2.

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Lorenzi, Nancy M., and Robert T. Riley. "Informatics and Organizational Change." In Health Informatics, 163–77. New York, NY: Springer New York, 2000. http://dx.doi.org/10.1007/978-1-4757-3252-8_12.

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Bowers, George H. "Organizational Structures." In Transforming Health Care Through Information, 74–88. New York, NY: Springer New York, 1995. http://dx.doi.org/10.1007/978-1-4757-2385-4_3.

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Ferlie, Ewan B. "Organizational interventions." In Knowledge Translation in Health Care, 212–16. Chichester, UK: John Wiley & Sons, Ltd, 2013. http://dx.doi.org/10.1002/9781118413555.ch19.

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Denis, Jean-Louis, and Pascale Lehoux. "Organizational theories." In Knowledge Translation in Health Care, 308–19. Chichester, UK: John Wiley & Sons, Ltd, 2013. http://dx.doi.org/10.1002/9781118413555.ch29.

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Conference papers on the topic "Organizational health"

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Al Marzouqi, Y. "Organizational Core Values." In SPE International Health, Safety & Environment Conference. Society of Petroleum Engineers, 2006. http://dx.doi.org/10.2118/98755-ms.

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Leon, Yuli, and Enrique Mu. "EVALUATING THE EFFECT OF ORGANIZATIONAL MINDFULNESS IN HEALTH ORGANIZATIONS IN COLOMBIA." In The International Symposium on the Analytic Hierarchy Process. Creative Decisions Foundation, 2020. http://dx.doi.org/10.13033/isahp.y2020.032.

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Mufidatun, Ikhtiarisca Olifia, Didik Gunawan Tamtomo, and Bhisma Murti. "The Influence of Job Satisfaction and Organization Commitment on the Performance of Family Planning Counselors in Yogyakarta." In The 7th International Conference on Public Health 2020. Masters Program in Public Health, Universitas Sebelas Maret, 2020. http://dx.doi.org/10.26911/the7thicph.04.50.

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ABSTRACT Background: Theoretically, organizational commitment mediates the relationship between job satisfaction and job performance. An organization with more satisfied employees tends to be more effective and productive. The purpose of this study was to investigate the influence of job satisfaction and organization commitment on the performance of family planning counselors in Yogyakarta. Subjects and Method: A cross sectional study was conducted at 50 family planning counselor offices in Yogyakarta, from January to February 2020. A sample of 200 family planning counselors was selected by stratified random sampling. The dependent variable was job performance. The independent variables were job satisfaction and organizational commitment. The data were collected by questionnaire and analyzed by a multiple logistic regression. Results: Family planning counselor who had good job performance was 57.00%, high job satisfaction was 64.50%, and high commitment was 45.50%. Family planning counselor job performance increased with high satisfaction (OR= 8.84; 95% CI= 1.49 to 3.22; p<0.001) and strong organizational commitment (OR= 4.84; 95% CI= 0.89 to 2.47; p<0.001). Conclusion: Family planning counselor job performance increases with high satisfaction and strong organizational commitment. Keywords: job performance job satisfaction, organization commitment Correspondence: Ikhtiarisca Olifia Mufidatun. Masters Program in Public Health, Universitas Sebelas Maret. Jl. Ir. Sutami 36A, Surakarta 57126, Central Java. Email: riscaolifia@gmail.com. Mobile: +6282220030006. DOI: https://doi.org/10.26911/the7thicph.04.50
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Bosio, Ariel Ernesto, and Eduardo Carbonetti. "Organizational Design for Excellence in Safety." In SPE International Health, Safety & Environment Conference. Society of Petroleum Engineers, 2006. http://dx.doi.org/10.2118/98402-ms.

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Рослая, Н. А., В. Г. Харина, and Н. Ю. Меньшова. "Organizational aspects of improving occupational health care." In Modern problems of occupational medicine: The all-Russian scientific-practical conference devoted to the 80th anniversary of academician N.H. Amirov. Kazan state medical University; FSBSI “RIOH”, 2019. http://dx.doi.org/10.31089/978-5-6042929-0-7-2019-1-157-159.

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Chen, Chin-Yi, and Chin-Yuan Yang. "Emotional Intelligence as Intervention to Organizational Health." In 2009 3rd International Conference on Bioinformatics and Biomedical Engineering (iCBBE). IEEE, 2009. http://dx.doi.org/10.1109/icbbe.2009.5162773.

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Bonnivier, B. M., M. C. Brooke-Lander, and M. R. Lewis. "The Organizational Ombuds Office and Corporate Social Responsibility: Driving Values in an Organization." In SPE E&P Health, Safety, Security and Environmental Conference-Americas. Society of Petroleum Engineers, 2015. http://dx.doi.org/10.2118/173528-ms.

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Cao, Yonghui. "Study of Organizational Learning." In 2010 International Conference on E-Health Networking, Digital Ecosystems and Technologies (EDT 2010). IEEE, 2010. http://dx.doi.org/10.1109/edt.2010.5496614.

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Idaiani, Sri. "Mental Health Research Role in Global World." In International Conference on Psychology in Health, Educational, Social, and Organizational Settings. SCITEPRESS - Science and Technology Publications, 2018. http://dx.doi.org/10.5220/0008585300630065.

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Sami Sultan, Suhail, and Eng Wasim Sultan. "Enhancing Competitiveness through Quality: The Case of Health Care Services." In Annual International Conference on Business Strategy and Organizational Behaviour. Global Science and Technology Forum (GSTF), 2012. http://dx.doi.org/10.5176/2251-1970_bizstrategy27.

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Reports on the topic "Organizational health"

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Dahms, Jonathan A. Operational Army Reserve Implications for Organizational Health. Fort Belvoir, VA: Defense Technical Information Center, March 2007. http://dx.doi.org/10.21236/ada469094.

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Aas, I. H. Monrad. The organizational challenge for health care: from telemedicine and e-health. Oslo: Arbeidsforskningsinstuttet, 2007. http://dx.doi.org/10.7577/afi/fou/2007/6.

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Cutler, David. Where Are The Health Care Entrepreneurs? The Failure of Organizational Innovation in Health Care. Cambridge, MA: National Bureau of Economic Research, May 2010. http://dx.doi.org/10.3386/w16030.

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Cebul, Randall, James Rebitzer, Lowell Taylor, and Mark Votruba. Organizational Fragmentation and Care Quality in the U.S. Health Care System. Cambridge, MA: National Bureau of Economic Research, August 2008. http://dx.doi.org/10.3386/w14212.

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Petchel, Shauna. The Organizational Risks of Multi-Sector Health Partnerships: A Case Study of Oregon's Accountable Health Communities. Portland State University Library, May 2020. http://dx.doi.org/10.15760/etd.7325.

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McCullough, Jeffrey, Stephen Parente, and Robert Town. Health Information Technology and Patient Outcomes: The Role of Organizational and Informational Complementarities. Cambridge, MA: National Bureau of Economic Research, January 2013. http://dx.doi.org/10.3386/w18684.

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Costa, Ana Cristina. The Effects of Organizational Justice and Exercise on the Relationship between Job Stressors and Employee Health. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.1852.

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Frank, Richard, and Martin Gaynor. Organizational Failure and Government Transfers: Evidence From an Experiment in the Financing of Mental Health Care. Cambridge, MA: National Bureau of Economic Research, December 1991. http://dx.doi.org/10.3386/w3923.

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Kovats, Kenneth R., and Jr. Organizational-Focused Outcomes of Patients Age 65 and Over Admitted to Department of Defense Health Care Facilities. Fort Belvoir, VA: Defense Technical Information Center, April 2002. http://dx.doi.org/10.21236/ada421087.

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Stockwell, David R. Revenue Based Budgeting at VA Northern California Health Care System: A Model for Financially Aligning Organizational Incentives and Operations. Fort Belvoir, VA: Defense Technical Information Center, June 1999. http://dx.doi.org/10.21236/ada420397.

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