Electronic health records are crucial medical informatics elements increasingly utilized in industrialized nations to enhance health care services. Given the significance of electronic health records in improving monitoring and evaluation, along with the necessity to deliver quality, cost-effective, and patient-centered services, this study aims to examine the strengths, limitations, challenges, facilitators, and prerequisites for the implementation and utilization of electronic health records. This study was a systematic scoping review conducted in 2023. The protocol of the Joanna Briggs Institute (2015) was employed to design and execute this scoping review, while the model by Levak et al. (2010) served as a guide for its execution. Articles were searched across six major databases, including IS Web of Sciences, PubMed, Scopus, EMBASE, Cochrane, and ProQuest, using a predefined search strategy. Google Scholar was also utilized for supplementary searches. The search period spanned from 2002 to 2022. A total of 37,694 studies were identified across six primary databases. Following evaluation in three stages-title, abstract, and full-text-71 articles were deemed eligible for inclusion in this scoping review. Qualitative analysis and data classification of the selected studies identified four main themes and 31 sub-themes related to the strengths of setting up and utilizing electronic health records. Challenges associated with the launch and implementation of electronic health records were categorized into five main themes and 47 sub-themes, while facilitators and prerequisites for launching and utilizing EHRs were classified into five main themes and 30 sub-themes. It should be noted that some sub-themes were reported in only a single study; therefore, their weight should be interpreted with caution. Finally, a five-stage process was recommended to guide the successful launch and implementation of EHRs. Healthcare managers and policymakers should comprehensively consider the strengths, limitations, challenges, facilitators, and prerequisites for launching and using electronic health records. Given the relatively limited effectiveness of government incentive policies and financial support, there is a need to assess and revise these policies to enhance the implementation of EHR. Addressing user resistance requires a greater focus on organizational culture.

Linking leaders' sustainability commitment with SME sustainability performance via serial mediation of green human resource management, psychological ownership for sustainability, and employee green innovation behavior: The role of organizational culture.

Green workplace: How culture drives green behavior through engagement and support.

Nursing dying people in an acute hospital: A focused ethnography.

New nurse faculty often face challenges with role clarity and cultural integration during the transition from clinical practice to academia, underscoring the need for effective onboarding. A public, urban school of nursing piloted a competency-based education (CBE) onboarding program designed to support novice faculty. The program incorporated asynchronous modules, mentorship, and CBE-aligned assessments, fostering organizational culture through role clarity and community-building. Although the sample size limited statistical significance, trends indicated improved teaching confidence and modest gains in sense of belonging and mentor support. Findings suggest that CBE-based onboarding may enhance faculty transition and cultural integration, warranting larger scale evaluation.

The leadership development program (LDP) of the New England Addiction Technology Transfer Center is a novel free professional development training program for addiction behavioral health service providers. The LDP aims to create, develop, and enhance the leadership skills of the addiction behavioral health workforce through multi-component training. The content of the training is scaffolded and covers an array of topics (eg, organizational culture, group development). Instructional content is delivered both virtually and face-to-face and employs various instructional modalities including didactics, behavioral rehearsals, and case studies. The current article discusses the development of the LDP, the iterative adaptation of the LDP, and feedback from 69 participants across 5 cohorts. Participants from the 5 cohorts were mostly Non-Hispanic White (73%), identified as female (68%), and had fewer than 5 years supervisory experience (71%). Participants were sent a 2-part post-survey querying for their satisfaction and perceived effectiveness of the program assessed through quantitative and qualitative items. Quantitative items were uniformly answered in the above average to excellent range to questions about the programming, instructors, and usefulness. Similarly, qualitative findings suggested that participants had an overwhelmingly positive experience with the LDP and that they were able to enhance their leadership capabilities. Our results provide support for the feasibility and utility of the LDP for addiction behavioral health providers. Additionally, the article provides guidance for the development of leadership training programs to support the leadership development of addiction workforce and the field broadly.

This study addresses the issue of suboptimal employee work ethic in a labor-intensive palm oil processing company, where organizational factors are assumed to play a critical role. The purpose of this research is to examine the effect of organizational culture, human relations, and job description on employee work ethic at PT Asianagro Agung Jaya Tanjungbalai. A quantitative approach was applied using a saturated sampling technique involving 35 employees. Data were collected through questionnaires and analyzed using multiple linear regression with SPSS. The findings reveal that organizational culture, human relations, and job description simultaneously have a significant effect on employee work ethic. Partially, each variable also shows a positive and significant influence. Among the independent variables, job description has the strongest contribution to improving work ethic. The coefficient of determination indicates that 39.6% of the variation in work ethic can be explained by the three variables, while the remaining is influenced by other factors outside this study. These results highlight the importance of strengthening internal organizational aspects to improve employee work ethic.

Medical and care errors are common in health care, posing serious risks to patient safety, with over 10% of patients being harmed annually. Despite efforts to reduce errors, underreporting persists, as nurses report only about 20% of incidents. Understanding the factors that influence nurses' intention to report errors is essential for developing effective strategies to improve reporting and patient safety. This systematic review aimed to identify factors associated with nurses' intention to report medical and care errors. A comprehensive search was conducted in 3 databases (PubMed, CINAHL, and PsycINFO) and Google Scholar using a combination of MeSH and synonymous terms related to medication errors, medical errors, care errors, intention to report, and nurses. Twenty-seven articles were included in the analysis. The review revealed that interpersonal characteristics such as attitude, subjective norms, and perceived behavioral control were found to have a significant relationship with nurses' intention to report medical errors. In addition, organizational environmental factors like patient safety culture and climate, nonpunitive responses to errors, open communication, teamwork, management support, task-oriented culture, organizational learning, reporting awareness, leadership behavior, and psychological safety positively influence error-reporting intentions. Furthermore, some demographic characteristics, including nurses' age, level of education, years of experience, and prior exposure to medication errors positively impacted reporting behaviors. This review results highlight the multifaceted nature of factors influencing nurses' intention to report medical errors. Understanding the complex interplay of attitude, subjective norms, perceived behavioral control, and other contextual factors is crucial to promote a reporting culture that enhances patient safety.

The synergy of organizational justice, knowledge sharing and innovative work behavior among university lecturers.

Developer Experience (Dev-X) has emerged as a critical driver of software quality, developer productivity, and project success. However, the empirical literature remains fragmented, with limited understanding of how specific Dev-X interventions affect downstream software and business outcomes. This study aims to synthesize and map the current empirical evidence on Dev-X interventions, identifying how they influence software outcomes (e.g., code readability, collaboration) and propagate to organizational key performance indicators (KPIs) such as product quality and process efficiency. We conducted a systematic mapping study of 160 empirical articles published between 2006 and 2024. We identified 146 unique interventions that impacts software outcomes such as role match may impact on developers’ workload, likewise managing burnout in developer feedback may impact organizational culture. Using grounded coding, we also classified such mappings to 8 KPIs and 5 Dev-X dimensions based on the strength of empirical relationships (correlational, causal, classification-based) reported in the literature. Our analysis reveal that quality-related KPIs are more frequently impacted than productivity metrics, challenging traditional emphasis. Emotional state and values-oriented interventions dominate current practices, while cognitive load and motivation-focused strategies remain underexplored. Only a minority of studies (39 out of 160) explicitly trace full chains of intervention–outcome–KPI, highlighting persistent fragmentation; in other cases, we reconstructed these chains using cross-sectional synthesis of study data. Notably, recent years show an emergence of AI-assisted and value-centered intervention designs. This study consolidates the fragmented Dev-X landscape by offering an evidence-based, open-access Ready-Reckoner tool for navigating interventions and their effects. While not prescriptive, it enables structured, context-aware exploration of empirical findings and lays the foundation for future causal, longitudinal, and multi-channel Dev-X research. • We systematically map 160 empirical studies to trace how Developer Experience (Dev-X) interventions influence software outcomes and business-critical KPIs. • The study identifies 146 unique interventions and categorizes them by their targeted Dev-X facets, intermediate outcomes, and relationship strength (causal, correlational, qualitative). • Our results highlight a gap in empirical traceability between Dev-X practices and long-term organizational success, emphasizing the need for integrated evaluation frameworks. • The study identifies underexplored connections across Dev-X dimensions and advocates for research into their combined influence on developer performance and project outcomes. • We deliver an open-access, practitioner-oriented Dev-X Ready-Reckoner Tool that supports evidence-based selection of interventions aligned with organizational goals.

In an era marked by volatility, digital disruption, demographic change, and continuous organisational transformation, the ability of firms to compete increasingly depends on the quality of their human capability. While leadership scholarship has long recognised the importance of higher-order cognition, human resource management has given comparatively less explicit attention to thinking competence as a strategic capability that can be cultivated through talent systems, learning architectures, performance processes, and organisational culture. This paper argues that expert, critical, strategic, and systems thinking should be understood not merely as desirable individual traits, but as strategic human resource capabilities that enable organisations to attract, develop, deploy, and renew talent in ways that support sustained adaptability and performance. Drawing on the resource-based view, dynamic capabilities theory, organisational learning, and leadership research, the paper develops a framework for embedding thinking capability within HR strategy and practice. The paper shows how higher-order thinking can be advanced through recruitment and selection, leadership development, succession planning, performance management, employee voice, diversity and inclusion, and HR (Human Resource) information systems. In doing so, it repositions HR not as an administrative support function, but as a central architect of organisational adaptability, change readiness, and long-term capability development. The paper contributes to strategic HRM (Human Resource Management) by conceptualising thinking competence as a developable and institutionalisable dimension of workforce and leadership capability, with implications for talent management, organisational resilience, and competitive advantage.

Reducing power gradients in organisational culture

To identify and compare paediatric emergency readiness assessment tools used in hospital-based emergency departments and to map their structural domains, scoring approaches and implementation characteristics across different healthcare settings. Scoping review conducted using Joanna Briggs Institute methodology and reported according to the Preferred Reporting Items for Systematic Reviews and Meta-Analyses extension for Scoping Reviews (PRISMA-ScR). International literature describing paediatric emergency readiness assessment frameworks used in hospital-based emergency departments. CONCLUSIONS: Paediatric emergency readiness assessment tools demonstrate substantial international heterogeneity but converge around several core structural domains, particularly staffing, equipment and governance. Important system-level determinants of emergency care capacity, including infrastructure reliability, organisational culture and digital integration, are inconsistently represented. Greater harmonisation of core readiness domains may support international benchmarking while allowing contextual adaptation across health systems.

Purpose This study aims to explore frontline and middle-management leaders’ experiences of ethical leadership in health and social care and examine the prerequisites associated with its enactment in everyday work. Design/methodology/approach Semi-structured interviews were conducted with 16 health and social care leaders and analysed using Braun and Clarke’s reflexive thematic analysis. The study adhered to the Standards for Reporting Qualitative Research and the Consolidated Criteria for Reporting Qualitative Research. Findings Five interrelated themes described the prerequisites for ethical leadership: its fundamental value-based nature; leaders’ internal ethical capability; human interaction and trust; organisational structures and culture; and ethical agency within hierarchical systems. Ethical leadership was described as a central aspect of managerial work, grounded in client-centredness and professional integrity, yet its enactment was perceived to be constrained in contexts characterised by unclear strategic direction, hierarchical pressures and competing organisational demands. Practical implications Strengthening ethical leadership may require multi-level support addressing individual, relational and organisational conditions. Organisations can foster these prerequisites through coherent strategic direction, transparent decision-making processes and systemic investment in relational practice. Supporting these conditions may help reduce moral distress, improve staff retention and enhance patient safety by enabling ethical leadership to be consistently enacted in practice. Originality/value This study provides new empirical insight into the prerequisites associated with ethical leadership in health and social care. By reframing ethical leadership from an individual attribute to a systemic capability, the study highlights the individual, relational and organisational conditions associated with sustaining ethical practice in complex health and social care environments.

Innovation is vital for healthcare organizations to achieve their goals amid evolving demands and technological advancements. Organizational culture plays a pivotal role in promoting innovation in healthcare settings. This study conducted to investigate the relationship between organizational culture and innovative behavior among nurses working in UAE government hospitals. A descriptive, cross-sectional, correlational design was employed. Using convenience sampling, 162 nurses were recruited from two governmental hospitals in the UAE. Data were collected using a participant information sheet, the Organizational Culture Assessment Scale, and the Innovative Behavior Scale. Participants exhibited a high level of innovative behavior (M = 3.92, SD = 0.67) and organizational culture (M = 3.89, SD = 0.81). A significant moderate positive relationship was found between organizational culture and innovative behavior (r = 0.508, p < 0.01). Socio-demographic factors, including gender and educational attainment, showed no statistically significant differences in organizational culture or innovative behavior (p > 0.05), Furthermore, Pearson's correlation analysis revealed no significant correlations between age, years of experience, organizational culture, and innovative behavior (all p > 0.05). Nurse managers and hospital administrators should establish and enhance policies supporting interventions that improve organizational culture and sustain high innovative behavior.

Patient safety culture is a key determinant of health care quality and safety outcomes. The Hospital Survey on Patient Safety Culture (HSOPS) is one of the most widely used instruments for assessing safety culture in healthcare organizations. Although the revised HSOPS 2.0 has been adopted internationally, the Japanese version (J-HSOPS 2.0) has not yet been comprehensively evaluated using large-scale empirical data. We conducted a cross-sectional survey of health care professionals in hospitals participating in a nationwide patient safety culture benchmarking program in Japan. The J-HSOPS 2.0 was developed through a structured translation and adaptation process. Construct validity was assessed using confirmatory factor analysis based on the original 10-dimensional HSOPS 2.0 model. Model fit was evaluated using standard goodness-of-fit indices. Convergent validity and reliability were assessed using average variance extracted, composite reliability, and Cronbach alpha, while discriminant validity was examined using factor correlations and the Fornell-Larcker criterion. Data from 76,966 hospital staff members were analyzed. The hypothesized 10-factor structure was broadly supported. Model fit indices indicated acceptable but suboptimal fit (RMSEA=0.067; CFI=0.836). Measurement invariance across professional groups was largely supported. Communication-related dimensions showed relatively strong psychometric performance and were strongly associated with overall patient safety ratings. The J-HSOPS 2.0 demonstrated acceptable psychometric properties and can be used for benchmarking and quality improvement in Japanese hospitals. These findings support the use of J-HSOPS 2.0 as a practical tool for identifying patient safety risks and guiding safety improvement initiatives in hospital settings.

Professional identity (PI) is essential for nurses' commitment, job performance, and retention. There is, however, limited evidence on the psychological and contextual pathways through which perceived organizational support (POS) influences PI. This study analyzed the associations between POS and PI among Chinese nurses in public hospitals, and studied the mediating role of self-efficacy, which also included the moderating role of organizational culture, based on the Social Exchange Theory and Social Cognitive Theory. A study was conducted among 624 nurses in public hospitals in Shandong Province, China. Data were gathered from validated instruments on POS, PI, SE, and OC. The proposed model of mediation and moderation was tested using structural equation modeling (SEM) and bootstrapping analysis. POS was positively associated with both PI (β = 0.410, p < 0.001) and self-efficacy (β = 0.596, p < 0.001). Self-efficacy was also positively related to PI (β = 0.553, p < 0.001). The mediation analysis showed a partial mediation effect of self-efficacy between POS and PI (β = 0.330, p < 0.001). There are two ways in which nurses' PI is influenced by POS, one direct and the other indirect. The results indicate that supportive organizational practices and psychological empowerment are important factors to enhance the nurse's PI. Healthcare managers should establish a positive working culture and interventions that strengthen the self-efficacy of nurses to ensure the sustainability of the nursing workforce and nursing profession.

Regulated industries occupy a unique position within modern economies. Organizations operating in sectors such as utilities, energy, telecommunications, transportation, healthcare, financial services, and infrastructure management must simultaneously pursue growth, innovation, operational excellence, and stakeholder value creation while complying with extensive regulatory requirements. This dual responsibility creates a complex leadership challenge: organizations must remain adaptive and competitive in rapidly evolving markets while maintaining compliance, transparency, and accountability within highly structured regulatory environments. This article examines strategic business transformation as a critical mechanism through which regulated enterprises achieve sustainable competitive advantage. Rather than viewing regulation solely as a constraint on organizational flexibility, the study argues that regulatory environments can serve as catalysts for innovation, operational modernization, stakeholder trust, and long-term strategic differentiation. Enterprises that successfully align transformation initiatives with governance requirements often develop stronger organizational capabilities than competitors operating through compliance-focused approaches alone. The article explores the relationships among leadership, governance, digital transformation, organizational culture, risk management, customer-centricity, and stakeholder alignment. Particular attention is given to the role of executive leadership in navigating uncertainty, managing institutional complexity, and fostering organizational adaptability during large-scale transformation efforts. The study further examines how technological innovation, workforce development, operational resilience, and strategic agility contribute to sustainable enterprise performance within regulated environments. Building upon these discussions, the article proposes an Integrated Leadership Framework for Strategic Transformation in Regulated Markets. The framework connects governance, innovation, resilience, customer value creation, stakeholder trust, and organizational learning into a unified model capable of supporting long-term competitiveness. The article concludes that strategic transformation is no longer an optional initiative for regulated enterprises but a leadership imperative that determines organizational relevance, adaptability, and sustained success.

This qualitative study explores perceptions of gender equity and leadership in three higher education institutions in Eswatini. The research involved nine senior management members—deans, registrars, and bursars—and eighteen lecturers (nine women and nine men). Employing narrative inquiry, data were gathered through semi-structured interviews and focus groups, capturing rich individual stories and social dynamics. The study explores how gender influences access to leadership roles, the barriers faced, and potential strategies for fostering inclusive environments. Guided by social role theory, the analysis was deductive, examining how cultural norms and stereotypes shape perceptions of leadership and reinforce gender disparities. Women occupy only 22% of senior management roles, while among lecturers, women constitute 50% of the workforce but only 30% of leadership positions, illustrating persistent under-representation. Findings reveal that despite existing policies, cultural norms rooted in hegemonic masculinity continue to impede gender equity, with organisational biases and societal stereotypes maintaining male dominance in leadership. Participants emphasised that policies must be actively enforced, and cultural change initiatives are essential to challenge stereotypes and reshape societal narratives about gender roles. The study underscores the importance of institutional support, mentorship programmes, and visibility initiatives to empower women and promote gender-inclusive leadership. Engaging men as allies is also critical in transforming organisational culture. These findings contribute to advancing understanding of gender dynamics in Eswatini’s higher education sector and highlight the need for comprehensive, context-specific interventions. Addressing these challenges requires coordinated efforts involving policy enforcement, cultural transformation, capacity building, and ongoing evaluation to ensure sustainable progress toward gender equality in academic leadership.

ABSTRACT Although small and medium-sized enterprises (SMEs) are key drivers of economic growth in developing countries like Bangladesh, their contributions remain suboptimal. This study examines the roles of entrepreneurial orientation, market orientation, and organizational culture on SME performance, with innovation as a mediator. A resource-based view framework guided the investigation. Data were collected via a survey of 305 SME employees and analyzed using SmartPLS 4. Results indicate that market orientation significantly enhances innovation but does not directly affect firm performance. Innovation negatively influences performance and mediates the relationship between market orientation and performance. Entrepreneurial orientation shows a marginal positive effect on innovation but not on performance, whereas organizational culture has no significant impact. Findings highlight the critical role of market orientation in fostering innovation while indicating potential short-term performance challenges from innovation activities. The study provides a refined theoretical framework and practical insights for SME managers and policy makers.