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Nursing Administration Quarterly|January 1, 1994
Breakpoints and continuities: a case study of reactive changeJ Stelling, J Milne-SmithNursing Administration Quarterly|November 7, 2009
An evidence-based structure for transformative nurse executive practice: the model of the interrelationship of leadership, environments, and outcomes for nurse executives (MILE ONE)Jeffrey M Adams, Jeanette Ives Erickson, Dorothy A Jones, et al.Nursing Administration Quarterly|November 7, 2009
Emotional intelligence, performance, and retention in clinical staff nursesEstelle Codier, Cindy Kamikawa, Barbara M Kooker, et al.Nursing Administration Quarterly|January 1, 1994
Total quality management and shared governance: synergistic processesD B Gardner, C CummingsNursing Administration Quarterly|January 1, 1994
Nurses' experiences of change: a new professional collaboration model and all-R.N. staffingK Segesten, E Agelii, M Elmcrona, et al.Nursing Administration Quarterly|January 1, 1993
Conflict with less distress: promoting team effectivenessV I Sessa, J A Bennett, C BirdsallNursing Administration Quarterly|January 1, 1993
Enhancing professional communication: a formal computerized nurse-to-nurse consultation systemM L Haberman Orchard, G N SwensonNursing Administration Quarterly|January 1, 1993
The aspects of humor in dealing with stressD K WoodhouseNursing Administration Quarterly|January 1, 1994
Development of a measure of willingness to provide nursing care to AIDS patientsP M Dubbert, J K Kemppainen, D White-TaylorNursing Administration Quarterly|January 1, 1994
HIV/AIDS training for health care providers working with women at riskH Miramontes, K Tom, M GillenPageof 131