| Lean in healthcare: A comprehensive review A D’Andreamatteo, L Ianni, F Lega, M Sargiacomo Health policy 119 (9), 1197-1209, 2015 | 789 | 2015 |
| Converging patterns in hospital organization: beyond the professional bureaucracy F Lega, C De Pietro Health policy 74 (3), 261-281, 2005 | 259 | 2005 |
| Is management essential to improving the performance and sustainability of health care systems and organizations? A systematic review and a roadmap for future studies F Lega, A Prenestini, P Spurgeon Value in Health 16 (1), S46-S51, 2013 | 246 | 2013 |
| Restructuring patient flow logistics around patient care needs: implications and practicalities from three critical cases S Villa, M Barbieri, F Lega Health care management science 12, 155-165, 2009 | 144 | 2009 |
| Why non-urgent patients choose emergency over primary care services? Empirical evidence and managerial implications F Lega, A Mengoni Health policy 88 (2-3), 326-338, 2008 | 139 | 2008 |
| An evaluation framework for measuring supply chain performance in the public healthcare sector: evidence from the Italian NHS F Lega, M Marsilio, S Villa Production Planning & Control 24 (10-11), 931-947, 2013 | 115 | 2013 |
| The Translation of Hospital Management Models in E uropean Health Systems: A Framework for Comparison I Kirkpatrick, B Bullinger, F Lega, M Dent British Journal of Management 24, S48-S61, 2013 | 106 | 2013 |
| An organizational culture for all seasons? How cultural type dominance and strength influence different performance goals S Calciolari, A Prenestini, F Lega Public Management Review 20 (9), 1400-1422, 2018 | 94 | 2018 |
| Organisational design for health integrated delivery systems: theory and practice F Lega Health policy 81 (2-3), 258-279, 2007 | 93 | 2007 |
| Leadership research in healthcare: a realist review F Lega, A Prenestini, M Rosso Health Services Management Research 30 (2), 94-104, 2017 | 64 | 2017 |
| Medicine and management in European hospitals: a comparative overview I Kirkpatrick, E Kuhlmann, K Hartley, M Dent, F Lega BMC Health Services Research 16, 7-14, 2016 | 62 | 2016 |
| The rise and fall (acy) of clinical directorates in Italy F Lega Health policy 85 (2), 252-262, 2008 | 59 | 2008 |
| Gruppi e reti aziendali in sanità: strategia e gestione F Lega Egea, 2003 | 54 | 2003 |
| Budgeting and performance management in the Italian National Health System (INHS): assessment and constructive criticism F Lega, E Vendramini Journal of health organization and management 22 (1), 11-22, 2008 | 52 | 2008 |
| Logiche e strumenti di gestione per processi in sanità F Lega McGraw-Hill, 2001 | 50 | 2001 |
| The challenge and the future of health care turnaround plans: evidence from the Italian experience F Ferrè, C Cuccurullo, F Lega Health Policy 106 (1), 3-9, 2012 | 49 | 2012 |
| Making doctors manage… but how? Recent developments in the Italian NHS F Lega, M Sartirana BMC Health Services Research 16, 65-72, 2016 | 47 | 2016 |
| Role of hospital leadership in combating the COVID-19 pandemic Z Abdi, F Lega, N Ebeid, H Ravaghi Health services management research 35 (1), 2-6, 2022 | 43 | 2022 |
| Do senior management cultures affect performance? Evidence from Italian public healthcare organizations A Prenestini, F Lega Journal of Healthcare Management 58 (5), 336-351, 2013 | 42 | 2013 |
| Developing a marketing function in public healthcare systems: A framework for action F Lega Health Policy 78 (2-3), 340-352, 2006 | 41 | 2006 |
