Organizational Deimplementation

Organizational Deimplementation is a scholarly construct within the field of organizational science that specifically denotes the systematic withdrawal or reduction of embedded practices, structures, or innovations within an organizational context to improve efficiency, alignment, or performance.

3

Publications

57

Citations

87

Authors

15

Institutions

Publications per year

2017–2026

3

Authors

87

  1. SK
    Sunil Kripalani

    Vanderbilt University, United States

    1 publications · 14 citations

    1

    h-index

  2. CB
    Canita Brent

    University of Pennsylvania, United States

    1 publications · 17 citations

    1

    h-index

  3. HR
    Halley Ruppel

    Children's Hospital of Philadelphia, United States

    1 publications · 17 citations

    1

    h-index

  4. GH
    Glen Huff

    University of Pennsylvania Health System, United States

    1 publications · 17 citations

    1

    h-index

  5. LR
    Lauren R. Samuels

    Vanderbilt University Medical Center, United States

    1 publications · 14 citations

    1

    h-index

1–5 of 87

Venues

  1. JNCI Cancer Spectrum

    1 publications · 26 citations

    1

    h-index

  2. Implementation Science

    IS · 1 publications · 17 citations

    1

    h-index

  3. Journal of Hospital Medicine

    JHM · 1 publications · 14 citations

    1

    h-index

1–3