Primary care teams are essential to high-quality patient-centered care but face persistent challenges. In other industries, team creativity is well-studied and is gaining traction in health care, particularly in primary care, where it may foster innovation and improvement.

The Pennsylvania Rural Health Model (PARHM) was launched in 2019 to increase access to high-quality care, improve hospitals' financial stability, and better serve their communities by transitioning to value-based care.

Chief executive officer (CEO) turnover is especially frequent in hospitals and represents a critical organizational event, yet its predictors and effects remain poorly understood.

Evidence on effective interventions to reduce missed care is limited. While various strategies exist, proactive huddle intervention remains underexplored.

According to organizational mindfulness (OM) theory, teams must constantly anticipate and recover from unforeseen events by avoiding oversimplified explanations, being attuned to operational details, maintaining commitment to resilience, engaging in preoccupation with failure, and prioritizing expertise in problem solving. Despite its merits, the assimilation of OM theory into health care systems remains challenging, as fundamental practices and procedures within these systems often conflict with the core principles of OM, leading to an implementation gap.

This paper examines the campaign contributions made by hospitals and their employees to state legislators in the years following the Affordable Care Act, during the period in which hospitals sought Medicaid expansion in all 50 states.

Nurses and patient care services staff are promising sources of creative ideas for improving care delivery, but hierarchical barriers can hinder engagement in creativity.

In delivering health care, hospitals contribute to climate change, which adversely impacts human health. Given this paradox, there are mounting efforts to encourage environmental sustainability in hospitals.

In the advance of the digital health technology, health care organizations (HCOs) are tasked with balancing technological advances with rising incidence of cyber threats. Despite the importance of robust Information Technology (IT) infrastructure, HCOs may be underinvesting in cybersecurity, prioritizing system integration and other operational needs.

Caring is inextricably intertwined with resilience: the ability of individuals and collectives to deal with setbacks. To respond resiliently, actors draw on resources that may lie beyond their direct reach, requiring the engagement of others within the care system. The complex, hierarchical, and fragmented nature of care systems both necessitates and complicates cooperation and coordination between actors as they pursue or support resilient responses.

Work burnout and job turnover intentions pose challenges for health care workers. An understudied area of impact is COVID-19 occupational stigma consciousness or the awareness that one's occupation has been stigmatized because of proximity and exposure to COVID-19.

Two of the most important healthcare management topics studied over the past 37 years are hospital consolidation and quality. The specifics of consolidation's impact on quality are buried in a "black box" of organizational changes that typically follow consolidation. Academic researchers, both inside and outside health care, question the quality benefits. The paper discusses why quality benefits are not often observed.

Sharing health care assets promises to enhance asset utilization, increase efficiency, and reduce costs, but this tactic also might risk adverse patient outcomes. Identifying potential mitigation strategies thus represents a pressing research need.

Community orientation, developed and fostered through partnerships between hospitals and community organizations, is a key approach for health care organizations to build deeper community ties. Such efforts are instrumental in building trust within the community, and one way for hospitals to do so is to develop a strong organizational equity orientation as a strategic priority.

Health care crises underscore the critical need to maintain a robust safety climate to prevent medical errors and improve patient outcomes. Leadership behaviors, particularly initiating structure and consideration, are vital in shaping safety climate. However, inconsistent findings have raised questions regarding the effectiveness of these behaviors in crisis contexts.

Domestic violence (DV) is a neglected topic in health care, resulting in delays in the identification of DV victims and suboptimal care.

Exploring the "wicked" problem of improving care for patients with complex care needs could benefit a large swath of health system stakeholders given the breadth and depth of this issue. Patients with complex health and social needs often require customized care that deviates from expected care trajectories. At Canadian Stroke Distinction sites, clinicians provide care for a high proportion of patients with complex needs while adhering to best practice recommendations.

Illegitimate tasks are work assignments perceived as unreasonable or unnecessary. Such tasks fall outside the boundaries of duties considered appropriate for a given professional role. Illegitimate tasks are a widespread issue in the health care sector. Literature has largely emphasized the negative outcomes of illegitimate tasks. However, we suggest that the consequences of illegitimate tasks might not always be uniformly negative but could be paradoxical, depending upon the appraisal mechanisms.