Evidence map›Paper›PMID 42836366›Full record

ReviewJournal of nursing management2026

Hospital Digital Transformation, Nursing Data Burden, and Leadership and Governance Capacity: A Critical Narrative Review.

Jiang-Ying Xie, Si-Yuan Liu, Yan He

Abstract readReview
In one paragraph

Review in Journal of nursing management, 2026. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Not yet cited in PubMed.

0numbers the graph read from it
0cells of the map it votes in
0citing papers in PubMed
–field-weighted citation impact
1 · What the graph read from it

What it found

Each row is one number read from the abstract, on the scale the paper reported it, with its interval. Left of the dashed line favours the treatment, right favours the comparator. Under each row is the sentence it came from. New to these charts? A ten-minute tutorial.

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.

2 · The registry

The trial behind it

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.

Neither the registry nor the abstract names a trial number. If this is a trial report, that itself is worth knowing.

3 · Its place in the literature

Who cites it

0 citing papers in PubMed.

No citing paper in PubMed yet.

4 · The record

Corrections and comments

PubMed lists nothing against this paper. Absence here is not a guarantee, only a check that was made.

5 · Who and what money

Authors and funding

3 authors.

Jiang-Ying XieOperating Room, Department of Anesthesiology, West China Hospital, Sichuan University, Chengdu, China, scu.edu.cn.ORCID https://orcid.org/0009-0005-2875-7579
Si-Yuan LiuWest China School of Nursing, Sichuan University, Chengdu, China, scu.edu.cn.ORCID https://orcid.org/0009-0005-7310-1392
Yan HeOperating Room, Department of Anesthesiology, West China Hospital, Sichuan University, Chengdu, China, scu.edu.cn.ORCID https://orcid.org/0009-0006-1128-6325

Funding

No grant is acknowledged in the PubMed record.

6 · The paper itself

Abstract

aimTo critically synthesize how hospital digital transformation reconfigures nursing work and data burden, and to examine the distinct contributions of nurse-leader capability and organizational governance capacity.

backgroundDigital systems can support documentation, surveillance, coordination, and clinical decision-making. The same systems can add redundant entry, fragmented attention, excessive notifications, cognitive workload, and data-quality responsibilities. Technology effects, nursing burden, and implementation leadership are often discussed separately, limiting their usefulness for nursing management.

designCritical narrative review.

methodsA structured search of PubMed/MEDLINE and OpenAlex covered January 1, 2015, to August 21, 2026, supplemented by citation chasing and authoritative policy sources. Seventeen searches produced 8094 records before deduplication and 5735 unique records. A computer-assisted relevance gate identified 2231 potentially relevant records, from which a rule-based, domain-balanced ranking generated 220 candidates. Two authors independently reviewed the candidates; 140 records underwent structured annotation, and 58 cited evidence records received detailed author-led appraisal and claim verification. Evidence was organized across technology and work, data burden, leadership and governance, and context and equity. Interpretation was weighted by design, directness, access depth, methodological limitations, consistency, and setting. The Scale for the Assessment of Narrative Review Articles (SANRA) informed reporting quality but was not treated as a conduct standard.

resultsDigital systems did not produce a uniform workload effect. Benefits were most credible when systems reduced duplicate entry, automated data transfer, improved information access, or fitted local workflow. Burden arose through documentation complexity, task switching, nonactionable alerts or alarms, verification work, and fragmented infrastructures. Individual digital competence supported adaptation but could not compensate for poor usability, inadequate staffing, weak training, or unclear accountability. Leadership capability and governance capacity operated at different levels and should not be modeled as a single mediator. Evidence from China illustrated rapid implementation and local innovation, but remained too context-specific for national or cross-system generalization.

conclusionHospital digital transformation is best evaluated as a sociotechnical reconfiguration of nursing work. Nurse managers need measures that distinguish time burden, cognitive burden, alert burden, alarm burden, and data-quality work. Organizations need nursing representation, workflow-centered design, continuing training, technical support, data standards, and explicit accountability. The proposed framework is an evidence-informed organizing heuristic, not a validated causal model.

Indexed as

HospitalsLeadershipClinical GovernanceDigital HealthHumansartificial intelligencedata governancedocumentation burdenelectronic health recordsnursing informaticsnursing leadershipnursing managementsmart hospitals

Identifiers

PMID42836366
PMCPMC13639933

What OpenQuestion holds

Textmetadata
Read underepoch 390

Registered trials

None linked

Read under generation 80e0d062 · epoch 390. Bibliography from PubMed, PubMed Central and OpenAlex; grants from NIH RePORTER; trial links from ClinicalTrials.gov; estimates, votes and beliefs from the OpenQuestion graph.