JONA: The Journal of Nursing Administration

Journal

Publication Venue For

  • The Impact of Patient and Family Advisors on Critical Care Nurses' Empathy..  48:622-628. 2018
  • Mapping and Sustaining Leadership Development: An Innovation Academic Service Partnership.  48:567-573. 2018
  • Aligning Evidence-Based Practice With Translational Research: Opportunities for Clinical Practice Research..  48:425-431. 2018
  • Building Research Infrastructure in Magnet® Hospitals: Current Status and Future Directions..  47:198-204. 2017
  • Journey Toward Editorial Leadership..  46:161-163. 2016
  • Leadership Transitions and the First 90 Days..  46:169-172. 2016
  • Boundary Spanning Leadership Practices for Population Health..  45:411-415. 2015
  • Strategic agility for nursing leadership..  45:305-308. 2015
  • Orchestrating energy for shifting busyness to strategic work..  45:124-127. 2015
  • Care coordination: a model for the acute care hospital setting..  44:577-585. 2014
  • Whole scale change for real-time strategic application in complex health systems..  44:564-568. 2014
  • A nurse manager succession planning model with associated empirical outcomes..  44:37-46. 2014
  • Leaning in: lessons for leadership career development..  43:562-565. 2013
  • Data analytics: making the most of input with strategic output..  43:367-370. 2013
  • Executive presence for strategic influence..  43:373-376. 2013
  • Medication reconciliation across the continuum of care: a meaningful use mandate..  43:311-314. 2013
  • Reducing hospital readmissions of postoperative patients with the martin postoperative discharge screening tool..  43:184-186. 2013
  • Sources, reactions, and tactics used by RNs to address aggression in an acute care hospital: a qualitative analysis..  43:155-159. 2013
  • Business case for Magnet® in a small hospital..  43:113-118. 2013
  • Improving care transitions through meaningful use stage 2: continuity of care document..  43:62-65. 2013
  • Lewin's Theory of Planned Change as a strategic resource..  43:69-72. 2013
  • How resilient are your team members?.  42:551-553. 2012
  • Patients' access to their health information: a meaningful-use mandate..  42:493-496. 2012
  • Graduate practicums in nursing administration programs: current approaches and recommendations..  42:454-457. 2012
  • Incorporating quality and safety education into a nursing administration curriculum..  42:478-482. 2012
  • Nurturing charge nurses for future leadership roles..  42:461-466. 2012
  • Meaningful use: intersections with evidence-based practice and outcomes..  42:395-398. 2012
  • Stakeholder analysis and mapping as targeted communication strategy..  42:399-403. 2012
  • Cultivating strategic thinking skills..  42:311-314. 2012
  • Nursing sabbatical in the acute care hospital setting: a cost-benefit analysis..  42:340-344. 2012
  • Implementation of a caring theoretical framework in a multihospital system..  42:190-194. 2012
  • Group think, organizational strategy, and change..  42:67-71. 2012
  • Using portfolios to introduce the clinical nurse leader to the job market..  42:47-51. 2012
  • Use of a business case model for organizational change..  41:291-293. 2011
  • Establishing a sense of urgency for leading transformational change..  41:145-148. 2011
  • The association of shift-level nurse staffing with adverse patient events..  41:64-70. 2011
  • Addressing strategy execution challenges to lead sustainable change..  41:1-4. 2011
  • Transforming nursing workflow, part 2: the impact of technology on nurse activities..  40:432-439. 2010
  • Transforming nursing workflow, part 1: the chaotic nature of nurse activities..  40:366-373. 2010
  • Designing a patient care model with relevance to the cultural setting..  40:277-282. 2010
  • Understanding nurse manager stress and work complexity: factors that make a difference..  40:82-91. 2010
  • Care model transformation: a necessity, not an option..  39:453-456. 2009
  • Sleepless in America: nurse managers cope with stress and complexity..  38:125-131. 2008
  • The Robert Wood Johnson Executive Nurse Fellows Program: a model for learning in an executive master of science in nursing program..  38:112-115. 2008
  • Executive master of science in nursing program: incorporating the 14 forces of magnetism..  38:64-67. 2008
  • The executive master of science in nursing program: Competencies and learning experiences.  38:4-7. 2008
  • Competencies and tips for effective leadership: from novice to expert..  37:167-170. 2007
  • The role of information technology in healthcare communications, efficiency, and patient safety: application and results..  37:184-187. 2007
  • The American Organization of Nurse Executives' Guiding Principles and American Association of Colleges of Nursing's Clinical Nurse Leader: a lesson in synergy..  37:55-60. 2007
  • Knowledge management: An innovative strategy for the future.  37:5-9. 2007
  • A model academic-practice partnership..  36:547-550. 2006
  • Future nursing administration graduate curricula, part 2: foundation and strategies..  36:498-505. 2006
  • Computerized provider order entry: strategies for successful implementation..  36:136-139. 2006
  • High-reliability teams and situation awareness: implementing a hospital emergency incident command system..  36:67-72. 2006
  • What really matters to healthcare consumers..  35:173-180. 2005
  • Technological system solutions to clinical communication error..  35:51-53. 2005
  • Improving operating room coordination: communication pattern assessment..  34:93-100. 2004
  • Lessons learned while collecting ANA indicator data..  31:121-129. 2001
  • E-learning: directions for nurses in executive practice..  31:5-6. 2001
  • A competency-based orientation program for new graduate nurses..  30:126-132. 2000
  • Patient satisfaction and loyalty among military healthcare beneficiaries enrolled in a managed care program..  29:47-55. 1999
  • International Standard Serial Number (issn)

  • 0002-0443
  • Electronic International Standard Serial Number (eissn)

  • 1539-0721