Introduction
The analysis focuses on two articles: “Rahman et al. (2021) and “Nigar et al. (2023). These articles reveal resource-constrained and dynamic project scheduling challenges and unique approaches. The first article suggests reacting to the uncertainty and disruptions in real-time. It emphasizes the necessity for adaptive scheduling to deal with unexpected events and improve resource allocation. The second article proposes a software project-specific multi-objective dynamic scheduling approach. It integrates personnel addition into scheduling to accommodate new hires during the project’s execution. Both articles emphasize the importance of dynamic aspects and restrictions in project scheduling, such as limited resources and unanticipated events, to improve project performance. The research can help build novel and flexible project scheduling methods that efficiently allocate resources, manage uncertainties, and enhance project results in complex and dynamic situations.
Article 1: Rahman et al. (2021)
According to the article, Uncertainty and distractions bring resource-constrained project scheduling challenges. The authors offer a real-time responsive approach to dynamically adapt schedules in response to unforeseen events or changes to solve these challenges. The method allows adaptive scheduling by adding an adaptive mechanism into the scheduling process, improving the project’s capacity to handle uncertainties and interruptions (Rahman et al., 2021). In resource-constrained contexts, this strategy improves project flexibility and resilience. In such cases, delays, resource shortages, and changes in scope can significantly affect project timelines. Thus, the real-time reactive strategy allows rapid schedule adaptability by reallocating resources and resequencing activities to avoid interruptions. Project performance improves, and project completion increases.
The real-time responsive approach solves uncertainty in resource-constrained project scheduling. Unexpected delays or changes in project needs could cause project uncertainty. Uncertainties make scheduling and resource allocation challenging. However, the real-time reactive approach proactively monitors the project environment for disturbances and adjusts the schedule as required (Rahman et al., 2021). Project managers can quickly react to unexpected occurrences, limiting their influence on schedules and resource use (Rahman et al., 2021). It also recognizes limitations on resources. Project timetables are sometimes limited by insufficient staff, equipment, or finance. The real-time reactive strategy understands these limits and effectively allocates and reallocates resources in reaction to interruptions. Redistributing resources allows rescheduling jobs to maximize resource use, reducing project delays. The flexibility keeps the project on schedule despite unanticipated events or changes, boosting the likelihood of project completion within the specified resources.
Article 2: Nigar et al. (2023)
The second article addresses dynamic software project scheduling, particularly concerning the challenge of incorporating new employees into ongoing projects. The authors suggest a proposed multi-objective solution to this issue that minimizes project duration, cost, and resource usage while assuring fair job allocation among employees (Nigar et al., 2023). The method addresses a common project scenario—new hires joining current projects. The project timetable must be adjusted to accommodate the extra resources and ensure smooth integration. The authors use a multi-objective framework to let decision-makers simultaneously assess many project constraints and goals, providing a complete scheduling picture. Traditional project scheduling methods struggle with additional hires during execution. These approaches assume a fixed set of resources and a constant project employee (Nigar et al., 2023). However, project teams might vary because of attrition, scaling up to meet increasing workloads, or incorporating domain experts with specific expertise. Thus, dynamic scheduling is needed to adjust the project schedule to these modifications.
The multi-objective method solves this issue by evaluating numerous goals concurrently. Project duration should be minimized to decrease costs and time-to-market. Cost reduction affects project budgets and resource allocation. Optimizing resource usage increases production and reduces idle time (Nigar et al., 2023). The suggested strategy prioritizes equitable employee task sharing. Dissatisfaction, lower productivity, and burnout can result from uneven task allocation. The scheduling process promotes employee happiness and well-being by distributing tasks fairly. The multi-objective technique adds flexibility to scheduling. Based on project needs, decision-makers can weigh objectives to determine their preferences and priorities (Nigar et al., 2023). The customization provides an organization-specific scheduling solution. Genetic or evolutionary algorithms search the solution space for an optimum or near-optimal schedule that meets the goals.
Implications and Key Insights
Articles 1 and 2 emphasize project schedule adaptability. Article 1 discusses the real-time reactive technique for changing schedules and adapting changes due to interruptions or additional resources. The approach acknowledges project dynamics and the need to alter strategies to succeed. Article 2 presents the multi-objective dynamic method, emphasizing flexibility by allowing timetable adjustments and alterations. The method allows for flexibility in shifting project situations (Nigar et al., 2023). Both articles emphasize resource optimization. Project scheduling sometimes faces resource restrictions. Both articles emphasize improving resource allocation to maximize efficiency and reduce the duration and cost. Strategic resource allocation avoids obstacles and interruptions, improving project efficiency and success.
Article 1 emphasizes adaptability and resilience. Reacting to unexpected occurrences in real-time increases project flexibility. The proactive strategy assures project adaptability and completion (Rahman et al., 2021). Project schedule flexibility helps reduce interruptions and preserve progress. Article 2 promotes project scheduling through comprehensive decision-making. The multi-objective dynamic method allows decision-makers to weigh several goals and limitations. The method balances project length, cost, and resource justice.
Conclusion
Both articles provide insight into resource-constrained and dynamic project scheduling. Real-time reactive scheduling provides adaptation and resilience in Article 1. Project managers can quickly adapt to changing circumstances, guaranteeing optimal resource allocation and project performance. Article 2 describes the holistic multi-objective dynamic approach to project scheduling. The method considers resource use, project results, and personnel addition. These methods improve decision-making, reduce uncertainty, and optimize resource allocation in project management. These strategies help businesses handle unpredictable and resource-constrained settings to increase project success. They help project managers enhance performance, resource use, and schedule choices.
References
Nigar, N., Shahzad, M. K., Islam, S., Oki, O., & Lukose, J. (2023). Multi-Objective Dynamic Software Project Scheduling: A Novel Approach to Handle Employee’s Addition. IEEE Access.
Rahman, M. H. F., Chakrabortty, R. K., & Ryan, M. J. (2021). Managing uncertainty and disruptions in resource-constrained project scheduling problems: a real-time reactive approach. IEEE Access, 9, 45562-45586.
Literature Review: Small Unit Leadership In Military Writing Sample
Introduction
At a fundamental level, a leader is an individual with an influence over others. In this case, the small unit military leaders raise a unit to the top level of combat effectiveness. The small unit military leaders create a command relationship that works between them and their men. These relationships facilitate the smooth transition of the military’s processes and operations. Moreover, the small unit leaders evaluated their men’s mental and physical capabilities, determining if they were fit for the mission. Due to the evaluations, the small unit leaders are able to utilize their men effectively depending on their physical and mental capabilities to execute operations on a mission. The small unit leaders within the Naval Aviation lay instrumental leadership and command roles; however, they face challenges as they execute their duties which need to be excellently addressed through empowerment by allowing them to exercise their decision-making authority.
Challenges Faced by Small Unit Leaders within the Naval Aviation
According to Drake (2020), there are various challenges faced by the small unit military leaders within Naval Aviation. The most significant issues identified by the researchers need more involvement in decision-making processes. Occasionally, the small unit leaders are not allowed to make decisions because the top leaders believe they will make bad decisions that would facilitate failure. Therefore, these decisions reduce the morale and motivation of the small unit leaders since they have to rely on top leaders to execute their duties (Drake, 2020). Denying small unit leaders the chance to make decisions prevents them from launching distributed operations that allow them to make their judgments in line with their strategic goals. Jacobs (1965) has also had the same thought as James and David (2020) by highlighting the challenges faced by small unit leaders within Naval Aviation. According to him, the small unit leaders have been denied chances to make their own decisions, forgetting what they should do (Jacobs, 1965). Many leaders in this category may not know their roles since the top leadership often makes decisions.
Importance of Small Unit Leaders within the Naval Aviation
Despite identifying and outlining the challenges faced by the small unit leaders within Naval Aviation, Drake (2020) has also identified the importance of small unit leaders within Naval Aviation. According to these researchers in their commentary, small unit leaders facilitate easy change of the equipment on a mission compared to when the equipment is regulated by leaders from external control (Drake, 2020). Due to the distribution of the operations at the small unit level, small unit leaders emerge from applying their knowledge and creativity to make judgments and decisions that correspond to their strategic goals and objectives. In this case, the operations and the mission led by the small unit leaders within the Naval Aviation are effective since they know precisely what they need than being controlled by the external leaders who depend on the information provided by small unit leaders to make decisions. For their success, small unit leaders take considerable risks to make appropriate decisions.
The report issued by the U.S. Naval Institute (2017) highlighted the importance of the small unit leaders within its operations. In this case, the U.S. Naval Institute had a similar thought to the other researchers regarding the duties executed by these leaders. The institute suggested that small unit leaders are the backbone of the Naval Aviation, meaning that they are very important. Perhaps, it acts as the controller of the military in the field (Petty Officer Zieno is a line corpsman with Weapons Company, 2023). The most significant importance of the small unit leaders within the Naval Aviation is that they motivate their soldiers to perform well when on an operation or a mission. At all times, these leaders evaluate the mentality, physical fitness and motivation of their soldiers hence determining how they can advise them to work hard towards meeting the goals and objectives of Naval Aviation. This is because; they directly interact with these soldiers and get to know their issues. In this context, the U.S Naval Institute portrayed the importance of the small unit leaders compared to when the command is issued from the external top leadership. Indeed, the top leadership cannot understand the issues affecting soldiers on the field and address them appropriately.
Although Kipp (2019) has had different views from other researchers, his main argument shows that small unit leaders are essential in making risk decisions that facilitate a smooth transition of operations within Naval Aviation. In this case, he thinks similarly to Drake (2020) on the importance of small unit leaders. These researchers assert that small unit leaders make effective decisions on deployment of marine forces to different operations. The small unit leaders know who are capable of leading the operations and which marine forces are suitable to conduct particular operations. Thus, this shows their essentiality. At this particular point, Drake (2020) and Kipp (2019) agree that the small unit leaders should be ready to lead the distributed, disaggregated and dispersed units into the missions (Kipp, 2019). Researchers, Schmidle and Montgomery (2021) have agreed with the U.S. Naval Institute on the importance of small unit leaders within the Naval Aviation. In this case, they both suggest that small unit leaders are important when it comes to offering teaching programs to the forces (Schmidle &Montgomery 2021). Since the external top leaders do not spend time with the marine forces on their field, anything they need to learn is facilitated by the small unit leaders, including emotional and motivational support.
Advantages of Empowering Small Unit Leaders
Empowering the small unit leaders is associated with numerous benefits. One of the primary ways of empowering the small unit leaders is by allowing them to make decisions that would be appropriate to their work. According to the report submitted by Captain E.H. TAN to Major G.S. Benson and LCdr B.D. Kincaid, in 2006, empowered small unit leaders to facilitate effective operations in Naval Aviation. In this case, TAN described the advantages of empowering the small unit leaders by allowing them to make decisions of their authority. When small unit leaders make their own decisions without being intervened by the external authorities, they implement tactics, techniques and procedures that would help in combating engagements and battles to achieve tactical mission outcomes with strategic and decisive impacts (TAN, 2006). In this case, they should be allowed to make operational decisions since they take time to evaluate the area to conduct the mission, and they know how to address the risks associated with the mission area.
Cavallaro and Nault (2021) have the same thought as Captain E.H. TAN on the advantage of empowering the small unit leaders within the Naval Aviation. Although their views are not similar, their arguments reflect the significant advantages of empowering the small unit leaders. In this case, Cavallaro and Nault (2021) hold that empowering the small unit leaders is related to benefits such as teamwork, initiatives and ownership within the Marine Corps Naval Aviation (Cavallaro & Nault, 2021). This is because when leaders are empowered by being allowed to make decisions, they are often motivated to work hard in calculating the risks, inspire and motivate their teams as well as make informed decisions that would enable them to tackle their missions well. Furthermore, Cavallaro and Nault (2021) suggest that the decisions made by small unit leaders facilitate operational effectiveness and boost the motivation of the forces within their ranks. In this context, the defense forces authority should invest in the development and growth of the small unit leaders by developing an excellent working environment that makes them feel empowered and motivated to perfectly execute their duties. Perhaps, empowered leaders make effective decisions in dynamic circumstances. Since Marine Corps Naval Aviation has huge tasks to execute, the small unit leaders within this department should be empowered to allow them to become successful in their missions.
Conclusion
Small unit leaders within the Marine Corps Naval Aviation perform important duties in making the decisions that facilitate to effective mission. This is because; they know the capability of the forces they lead. Moreover, they make calculations that evaluate the risks associated with a mission hence planning on what they can do to have a successful operation. However, these leaders face significant challenges since they are often not allowed to make decisions. Perhaps, decisions are made by external top leaders. In this case, these leaders are not motivated since they are not empowered. In this case, small unit leaders should be empowered by being allowed to make appropriate decisions since they know the capability of the forces they lead. They also spend time with the forces hence evaluating their physical and mental fitness. In this case, they determine who is suitable for a mission.
References
Cavallaro, L., & Nault, W. J. (2021). Cultivating a learning culture in the US Navy. The Learning Organization, 28(3), 298-315.
Drake Jr, L. T. (2020). The Fantasy of MCDP. Marine Corps Gazette.
Jacobs, T. O. (1965). Basic Problems in Small-unit Leadership. GEORGE WASHINGTON UNIV ALEXANDRIA VA HUMAN RESOURCES RESEARCH OFFICE.
Kipp, J. W. (2019). The Development of Naval Aviation, 1908–1975. In Soviet Aviation and Air Power (pp. 137-165). Routledge.
Petty Officer Zieno is a line corpsman with Weapons Company (2023). Small unit leaders are our backbone, U.S. Naval Institute. Available at: https://www.usni.org/magazines/proceedings/2017/july/small-unit-leaders-are-our-backbone (Accessed: 10 June 2023).
Schmidle, R. E., & Montgomery, M. (2021). A report on the fighting culture of the United States Navy surface fleet. Senate.
TAN, C.E.H. (2006) Tactical Command and control: Empowering small-unit leadership EWS 2006. Available at: https://apps.dtic.mil/sti/pdfs/ADA503945.pdf (Accessed: 10 June 2023).
Taking On The Invisible Killer: Combating Hypertension In Healthcare Sample Assignment
Introduction
Most people worldwide suffer from hypertension, a serious public health issue. Therefore, the quality issue selected for this paper is to decrease hypertension to less than 140/90 in 80% of patients in the next 3-6 months through evidence-based interventions. The paper will also look at the six primary components of hypertension, including the economic, political nature, organizational, informatics, and patient elements that contribute to the condition and the value of interprofessional cooperation. Through an evidence-based approach, this paper provides an in-depth analysis of hypertension as a quality safety issue and explores the factors contributing to its poor management among patients.
Selected Quality Safety Issue & Importance
The leading cause of cardiovascular diseases across the globe is hypertension which is widely prevalent among many people. It is essential to reduce hypertension levels below 140/90 in 80% of hypertension illnesses; the following is the rationale for doing this in the next 3-6 months. Many populations still struggle with maintaining good blood pressure levels, highlighting the need for efforts to improve the management of high blood pressure. About 46% of adults have hypertension or are using antihypertensive drugs, according to Angier et al. (2020), which highlights that managing hypertension effectively should be a top priority as it can significantly reduce the burden of complications and improve overall health outcomes.
Economic
Medical practitioners and individuals suffering from high blood pressure must deal with the potentially costly effects of this chronic disease, as hypertension is a significant issue for many American adults, with roughly 33% suffering from it; this, in turn, puts them at risk for heart disease among other complications. A study conducted by Wierzejska et al. (2020) found that hypertension incurred an estimated cost of roughly 55 billion in direct and indirect expenses combined. It was found that the cost of treatment for hypertension might fall between $500 and $2k annually, so according to calculations made by this study, annually treating hypertension would come at a price tag of around $51 billion (Wierzejska et al., 2020).
Also, in their 2020 study on hypertension’s economic impact, Wierzeiska et al. (2020) estimated its indirect costs at $80 billion in 2018. Expenses cover lost productivity caused by early demise or sickness-related leave. Besides hypertension often accompanies conditions such as obesity and diabetes, which can raise healthcare expenses.
Political
Political considerations noticeably impact the control of hypertension, so to ensure healthcare safety and quality in America and that hypertension treatment is provided at an adequate level, the Joint Commission on Accreditation of Healthcare Organizations (JCAHO) has set up national guidelines. The treatment and control of hypertension have undergone significant changes since JCAHO established certain guidelines for healthcare professionals (Askari et al., 2023). Healthcare professionals must check every patient’s blood pressure per JCAHO guidelines and treat it if it is above 140 mmHg. Also, based on the recommendations of the JCAHO standard guidelines, medically trained professionals must examine and address concurrent ailments correlated with hypertensive conditions, document patients’ BP readings, and impart knowledge about self-care tips for controlling hypertension.
JCAHO compliance alone cannot ensure adequate management of hypertension, a well-planned and implemented healthcare policy is also needed. Due to the implementation of the Affordable Care Act (ACA) in 2010, there have been significant changes in the treatment options for hypertension. The ACA seeks to expand access to preventative care while reducing healthcare disparities through specific measures. The creation of patient-centered medical homes (PCMHs), facilitated by ACA, promotes an approach to healthcare delivery that prioritizes teamwork and coordinated care (Angier et al., 2020). Research has stressed that managing hypertension involves not just medical treatments but also considering socioeconomic and environmental aspects since lower-income individuals with less education are more prone to hypertension and often find it difficult to manage this health issue effectively, according to studies. Furthermore, managing hypertension effectively may be influenced by environmental factors like access to healthy foods and opportunities for exercise. Accounting for these external factors in program development is essential for improved hypertension management outcomes.
Organizational
It is essential to recognize organizational components to manage hypertension successfully and efficiently as they contribute considerably to the illness. Moreover, inadequate allocation of resources such as personnel and equipment is one internal element that worsens the issue. Access to resources like these is vital in providing hypertensive patients with the appropriate care. Still, overworked staff members often provide poorer care, ultimately harming hypertension management. Handling hypertension can be attributed to the culture within the organization. Palacholla al.’s (2019) study indicates a strong link between the successful management of hypertension and a positive environment. Promoting an organizational culture where treating hypertension is a priority and embracing changes becomes easier.
Effective management of hypertension internally requires significant support from the leadership team, which is critical for a favorable outcome in treating patients with hypertension, according to the findings presented by Palacholla et al. (2019). Leaders can ensure effective treatment of hypertension by setting specific targets for reducing high blood pressure levels through the targeted use of available funds and by establishing accountability. Promoting organizational transformation while inspiring collaboration among workers is possible when leaders actively manage hypertension.
Informatics
Improved access to patient data via EHRs has helped medical professionals treat and manage hypertension more effectively (Horth et al., 2019). Adding an EHR system to primary care contributes to enhanced detection and treatment of hypertension, as EHRs are an essential tool in enabling medical professionals to properly monitor patient information, including drug histories and laboratory findings, ultimately leading to better treatment for hypertension cases. Utilizing EHRs in healthcare improves communication between healthcare providers, resulting in better co-treatment options and fewer prescription mistakes.
Remote blood pressure monitoring is achievable via telemedicine and mobile health technology, which leads to improved patient engagement for better self-care, as conveyed through the research on hypertension management methods conducted by Bard et al. (2019). Evaluating daily symptoms and blood pressure monitoring are effective measures. Healthcare professionals can deliver individualized therapies and improve patients’ health outcomes by utilizing telehealth technologies to monitor vital information remotely. In addition, mHealth inventions like apps can encourage patient involvement in their healthcare management by giving them access to educational materials, tailored reminders, and real-time feedback.
Using machine learning algorithms enables the identification of people who may suffer from hypertension in the future and offers tailored therapies for reducing their blood pressure. Chang et al. (2019) show that predicting the possibility of developing hypertension is feasible using machine learning algorithms that use patients’ demographic information in addition to their medical records and lifestyle variables. Thus, to enhance hypertension prevention levels, tailored therapies were developed, including nutritional adjustments and prescribed medications. Patients may become more involved in their care and control of hypertension if they embrace this new technological advancement.
Contributing Patient Factors
Various variables, including genetics, age, and modifiable risk aspects like unhealthy behavior, can contribute to hypertension, a multidimensional medical condition. People are more susceptible to developing hypertension as they age and have a family history. As a result, controlling and preventing hypertension, a major public health issue, may be considerably influenced by identifying and addressing all risk factors involved. Preventable risk factors, such as poor diet, inactivity, and high body mass index, also influence the prevalence of hypertension. A study by Ding et al. (2020) found that hypertension is high in individuals involved in risky behavior such as smoking, drug abuse, and obesity. Thus, the rise in hypertension rates and modifiable risk factors emphasize the need for healthcare providers to prioritize prevention and management through lifestyle modifications. The authors recommend that healthcare providers focus on these modifiable risk factors to prevent and manage hypertension.
Stress is another key contributing factor to hypertension. Barochiner’s (2020) research has shown that stress is a significant factor in the inception and control of hypertension, plus other risk factors that can or cannot be changed. According to Barochiner (2020), sustained stress can trigger the sympathetic nervous system, which might eventually cause hypertension. Furthermore, those under a lot of stress are more prone to smoke and overeat (leading to obesity), two harmful habits that can worsen hypertension. Therefore, healthcare providers, particularly nurses, can play a vital role in promoting stress management among patients with hypertension through education and implementing stress reduction techniques.
Interpersonal Collaboration
The World Health Organization states that statistically, around 1.14 billion people worldwide suffer from hypertension, which is frequently accompanied by comorbidities and affects one in every four individuals (Santschi et al., 2017). Even though healthcare practitioners can access many antihypertensive medications, reaching low cholesterol levels in hypertensive patients remains difficult. A lack of interprofessional collaboration among healthcare practitioners who treat hypertension patients is one key factor that may contribute to this problem. Interprofessional collaboration is a dynamic process in which healthcare experts from many disciplines collaborate to deliver the best possible patient care. It integrates many healthcare specialists’ information, abilities, and resources to combine their experience and viewpoints. Healthcare practitioners may provide complete, well-rounded treatment that fulfills patients’ diverse requirements.
Interprofessional cooperation boosts high-grade, patient-centered care that improves health outcomes and patient satisfaction through effective communication, shared decision-making, and mutual respect. According to (Santschi et al., 2017), interprofessional teamwork can enhance patient outcomes, boost patient satisfaction, and reduce healthcare expenditures. Various components may contribute to the issue of improper interprofessional collaboration in hypertension management. One critical issue is the need for more communication among healthcare providers. Misinterpretation, errors, and poor patient care can result from healthcare workers failing to communicate properly. A lack of clearly defined roles and obligations among healthcare staff may also contribute. It can lead to disagreements, redundancy, and substandard coordination. A comprehensive strategy is necessary to address the persisting problem of uncontrolled hypertension. It delivers appropriate antihypertensive medications while emphasizing the importance of lifestyle modifications, patient education, and addressing socioeconomic health factors. Collaboration among healthcare professionals ensures that individuals with hypertension receive coordinated and robust therapy. Patient autonomy and involvement in their treatment, as well as shared decision-making and self-management techniques, can improve hypertension treatment.
Conclusion
In conclusion, decreasing hypertension to less than 140/90 in 80% of the patients within the next 3-6 months requires a combination of factors. Patients need optimal quality care, while policymakers need to collaborate with health professionals to formulate guidelines that promote the reduction of hypertension. Additionally, authorities should invest in management programs and foster a culture of continuous accountability to enhance control rates. Patients should adhere to medication and modify their lifestyles to achieve their hypertension goals. Finally, one should utilize informatics tools to improve clinical decision-making and create structures that promote effective interprofessional collaboration to improve the management of hypertension. Therefore, a multifaceted approach to reducing hypertension will enhance the well-being of society and create a controlled and valuable situation.
References
Angier, H., Huguet, N., Ezekiel-Herrera, D., Marino, M., Schmidt, T., Green, B. B., & DeVoe, J. E. (2020). New Hypertension and Diabetes Diagnoses Following the Affordable Care Act Medicaid Expansion. Family Medicine and Community Health, 8(4).
Askari, M., Kalankesh, L. R., Asadzadeh, A., & Yousefi-Rad, K. (2023). Classification of Wearables Use Cases in the Mirror of JCAHO Patient Safety Goals for Hospitals.
Bard, D. M., Joseph, J. I., & van Helmond, N. (2019). Cuff-Less Methods for Blood Pressure Telemonitoring. Frontiers in Cardiovascular Medicine, 6, 40.
Barochiner, J. (2020). Orthostatic Hypotension, Arterial Stiffness, and Home Blood Pressure Variability: An Opportunity for Looking Beyond the Horizon. Journal of Hypertension, 38(10), 2075-2076.
Chang, W., Liu, Y., Xiao, Y., Yuan, X., Xu, X., Zhang, S., & Zhou, S. (2019). A Machine-Learning-Based Prediction Method for Hypertension Outcomes Based on Medical Data. Diagnostics, 9(4), 178.
Ding, L., Liang, Y., Tan, E. C., Hu, Y., Zhang, C., Liu, Y., … & Wang, R. (2020). Smoking, Heavy Drinking, Physical Inactivity, and Obesity Among Middle-Aged and Older Adults in China: Cross-Sectional Findings from the Baseline Survey of CHARLS 2011–2012. BMC Public Health, 20, 1-9.
Horth, R. Z., Wagstaff, S., Jeppson, T., Patel, V., McClellan, J., Bissonette, N., … & Dunn, A. C. (2019). Use of Electronic Health Records from a Statewide Health Information Exchange to Support Public Health Surveillance of Diabetes and Hypertension. BMC Public Health, 19, 1-7.
Palacholla, R. S., Fischer, N., Coleman, A., Agboola, S., Kirley, K., Felsted, J., … & Jethwani, K. (2019). Provider-and Patient-Related Barriers to and Facilitators of Digital Health Technology Adoption for Hypertension Management: Scoping Review. JMIR cardio, 3(1), e11951.
Santschi, V., Wuerzner, G., Pais, B., Chiolero, A., Schaller, P., Cloutier, L., … & Burnier, M. (2021). Team-Based Care for Improving Hypertension Management: A Pragmatic Randomized Controlled Trial. Frontiers in Cardiovascular Medicine, 8, 760662.
Wierzejska, E., Giernaś, B., Lipiak, A., Karasiewicz, M., Cofta, M., & Staszewski, R. (2020). A Global Perspective on the Costs of Hypertension: A Systematic Review. Archives of Medical Science, 16(1).