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Increasing demand for healthcare due to demographic changes and shortage of healthcare professionals challenges the provision of unplanned care. In Denmark, different organizational changes across all regions have been implemented to meet these challenges. This provides great potential for research on the effect of different organizational choices on the use and quality of healthcare. Thus, we aim to provide a comprehensive overview of the current organizational models for acute unplanned out-of-hours primary care (OOHPC) across the five Danish regions, incorporating key contextual factors to characterize these regional systems. Nationwide cross-sectional survey study on OOHPC models in all Danish regions (North, Central, Southern, Capital, and Zealand). Survey questions covered a list of predefined topics created in the author group. One survey was completed per region. OOHPC models differ across regions and time of day. In the North, Central, and Southern regions from 4 PM-11 PM, general practitioner (GP) cooperatives deliver OOHPC (telephone triage, tele- and clinic consultations, and home visits). From 11 PM-8 AM, the regional emergency medical services provide OOHPC in the North (GPs/physicians, paramedics) and Central (physicians, nurses, paramedics) regions. In the Southern region, the administrative responsibility of the OOHPC lies with the emergency department, but GPs provide healthcare aided by paramedics. The Capital, Central (nights), and Zealand regions have nurses and physicians performing telephone triage. All regions provide clinic consultations with physicians. In the Capital region, these consultations are hospital-based. Currently, no OOHPC data is transferred to national registries in four regions during nighttime. Danish OOHPC models differ substantially regarding the use of healthcare professionals for delivering acute unplanned care. All regions still provide gatekeeping, where OOHPC performs a primary evaluation before a possible hospital contact. Delivery of relevant data to registries has decreased substantially with the current models, potentially creating a barrier for nationwide research on OOHPC.

\"Mechanism design is an analytical framework for thinking clearly and carefully about what exactly a given institution can achieve when the information necessary to make decisions is dispersed and privately held. This analysis provides an account of the underlying mathematics of mechanism design based on linear programming. Three advantages characterize the approach. The first is simplicity: arguments based on linear programming are both elementary and transparent. The second is unity: the machinery of linear programming provides a way to unify results from disparate areas of mechanism design. The third is reach: the technique offers the ability to solve problems that appear to be beyond solutions offered by traditional methods. No claim is made that the approach advocated should supplant traditional mathematical machinery. Rather, the approach represents an addition to the tools of the economic theorist who proposes to understand economic phenomena through the lens of mechanism design\"-- Provided by publisher.

Background Large pharmaceutical companies are evolving their innovation strategies, moving from closed R&D models towards open, collaborative ecosystems. Innovation labs have emerged as key organizational infrastructures in this shift, designed to accelerate the development, validation and adoption of new healthcare solutions. However, a systematic understanding of industry-led innovation labs remains limited. Objective This study aims to comprehensively characterize the structure, strategic focus, activities and outputs of innovation labs promoted by major pharmaceutical companies, and to identify patterns and divergences across different organizational models. Methods We conducted a structured literature review in PubMed and an original mapping of innovation labs established by the top 20 global pharmaceutical companies. Data were collected from peer-reviewed publications, official corporate reports and grey literature. Innovation labs were analyzed according to their digital orientation, geographical structure (unicentric versus multicentric), activity domains, stakeholder engagement and innovation outputs. Results A total of 102 innovation centres promoted by 14 pharmaceutical companies were included. Most centres demonstrated a strong digital focus, particularly on digital health solutions and remote patient monitoring. Collaboration activities were widely reported (98%), mainly involving universities (92%) and other industries (65%). Support for entrepreneurship was a major theme, reflected in mentoring programs (87%), co-development opportunities (85%) and access to funding (40%). A comparative analysis revealed that multicentric initiatives were significantly more engaged in external collaborations, entrepreneurship promotion and educational activities, and produced higher rates of patents and spin-offs compared with unicentric initiatives. However, unicentric labs were more associated with internal capacity building and early-stage clinical research. Conclusions Pharmaceutical innovation labs are pivotal in healthcare transformation, integrating scientific, technological and entrepreneurial approaches. Multicentric and unicentric models offer complementary strengths: multicentric hubs enhance external engagement and scalability, while unicentric labs foster organizational learning and focused research. Understanding and strategically balancing both models could maximize the impact of pharmaceutical innovation infrastructures. Future research should explore longitudinal impacts, patient involvement and the interaction of innovation labs with venture capital ecosystems and regulatory frameworks.

Harvard Business Reviews top ten articles on building better teams provide insights on: Boosting team performance through mutual accountability; Motivating large, diverse groups to tackle complex projects; Increasing your team's emotional intelligence; Preventing decision deadlock; Extracting results from touchy superstars; and how to argue constructively with top-management colleagues. -- Publisher description.

To synthesize current evidence on ICU Command Centers as socio-technical systems that support real-time clinical coordination, data-driven resource allocation, and interdisciplinary workflows, with particular emphasis on implications for critical care nursing practice. A narrative review of peer-reviewed articles and gray literature published from 2005 to 2024 was conducted through PubMed, Embase, and Web of Science, as well as institutional reports. Findings were grouped thematically across five domains: clinical impact, operational efficiency, enabling technologies, barriers to implementation, and case examples. Nursing-related outcomes were specifically highlighted. Authoritative ICU Command Center models are associated with improved adherence to best practices, reduced ICU mortality and length of stay, and enhanced operational efficiency. Platforms integrating predictive dashboards and remote expert support improve staff responsiveness and reduce documentation burden. For nurses, Command Centers may reduce alarm fatigue, streamline workflows, and enhance team communication—especially when systems are tailored to frontline needs. ICU Command Centers represent a scalable, data-driven infrastructure for high-acuity care. Their impact depends on alignment with clinical workflows, especially those of nurses, and on trust-building strategies that promote adoption and sustained use. When integrated effectively, ICU Command Centers can reduce cognitive overload and optimize nursing care by supporting prioritization, protocol adherence, and interdisciplinary coordination. Involving nurses in the design and implementation phases is key to ensuring usability and clinical relevance.

Evidence-Based Clinical Supervision critiques and summarises the best available psychological evidence relating to clinical supervision, clarifying the key principles, setting out the related practice guidelines and specifying the research and practice implications. A best-practice guide to clinical supervision, an approach used across psychotherapy and health services where professionals meet regularly with each other to discuss casework and training issues Summarises the best available clinical evidence relating to clinical supervision, and relates this information to key principles with a strong applied focus, drawing out practice guidelines and implications Aims to motivate health professionals to practice supervision with greater enthusiasm and proficiency Represents the culmination of two years' intensive research on supervision and twenty years of involvement in supporting and developing supervisors

This book primarily addresses various game theory phenomena in the context of management practice. As such, it helps readers identify the profound game theory principles behind these phenomena. At the same time, the game theory principles in the book can also provide a degree of guidance for solving practical problems. As one of the main areas in management research, there is already an extensive body of literature on game theory. However, it remains mainly theoretical, focusing on abstract arguments and purely numerical examples purely. This book addresses that gap, helping readers apply game theory in their actual management or research work.

Pancreas units represent new organizational models of care that are now at the center of the European debate. The PUECOF study, endorsed by the European–African Hepato-Pancreato-Biliary Association (E-AHPBA), aims to reach an expert consensus by enquiring surgical leaders about the Pancreas Units’ most relevant organizational factors, with 30 surgical leaders from 14 countries participating in the Delphi survey. Results underline that surgeons believe in the need to organize multidisciplinary meetings, nurture team leadership, and create metrics. Clinical professionals and patients are considered the most relevant stakeholders, while the debate is open when considering different subjects like industry leaders and patient associations. Non-technical skills such as ethics, teamwork, professionalism, and leadership are highly considered, with mentoring, clinical cases, and training as the most appreciated facilitating factors. Surgeons show trust in functional leaders, key performance indicators, and the facilitating role played by nurse navigators and case managers. Pancreas units have a high potential to improve patients' outcomes. While the pancreas unit model of care will not change the technical content of pancreatic surgery, it may bring surgeons several benefits, including more cases, professional development, easier coordination, less stress, and opportunities to create fruitful connections with research institutions and industry leaders.