ArticleJMIR nursing2026
From Concept to Practice: Lessons From the Balanced Nursing Teams Decision-Support System.
Article in JMIR nursing, 2026. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 1 paper.
What it found
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The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.
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Trials whose registry record cites this paper, or whose number appears in the abstract. A trial that started after this paper was published is citing it as background, not reporting it.
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Who cites it
1 citing paper in PubMed.
- TeamSTEPPS Teamwork and Nurses' Vigilance in Critical Care: A Cross-Sectional Correlational Study.Journal of nursing management · 2026Article
Corrections and comments
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Authors and funding
4 authors.
Funding
No grant is acknowledged in the PubMed record.
Abstract
Unlabelled: The global nursing workforce crisis demands a shift from reactive staffing to strategic workforce optimization through data-driven decision-support systems. This viewpoint paper reflects on the development and attempted implementation of the balanced nursing teams system, a decision-support tool integrating approximately 250 data points-of which roughly 150 are extracted from existing organizational systems (human resources, scheduling, electronic health records, quality registries) through flexible import mechanisms, and the remainder collected through a built-in 360-degree staff survey with automated analysis-across 10 domains to evaluate nursing team balance between capacity, performance, and outcomes. Following crowdfunding by 18 Belgian health care organizations, balanced nursing teams were implemented across 8 diverse settings (home health care, general hospitals, academic centers) between 2019 and 2023. Using the Human-Organization-Technology fit framework, we analyze why evidence-informed, organization-endorsed digital innovations struggle to achieve adoption. Our analysis reveals 3 interdependent barrier categories: technological fragmentation (vendor lock-in, legacy systems, prohibitive integration costs), organizational siloing (Chief Nursing Officers [CNOs] lacking budgetary authority, nursing framed as peripheral to strategic priorities), and managerial hesitance (fear of punitive data use, cognitive overload from staffing crises). These barriers were worsened by the substantial data-integration burden that the system's breadth imposed on organizations with limited digital maturity. Critically, only one site (ie, a nurse-led home health care organization where leadership held both strategic authority and resource control) achieved sustained implementation. This contrast demonstrates that workforce optimization through data depends not on software maturity alone, but on achieving simultaneous fit across human, organizational, and technological domains. We argue that the persistent marginalization of nursing leadership within hospital governance structures represents the fundamental barrier to digital transformation in nursing workforce management. The urgency paradox is striking: while nursing represents health care organizations' highest operational cost and most direct patient interface, workforce optimization tools are consistently deprioritized in favor of regulatory compliance systems and billing infrastructure. Bridging this gap requires systemic investment in nursing leadership authority, data interoperability standards, and recognition that data-driven workforce decisions are strategic imperatives rather than operational luxuries.
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Registered trials
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