... The second category-organizational modeling-includes studies of organizational processes that aim (1) to manage patient flows de Andrade et al., 2014;Esensoy & Carter, 2015;Esensoy & Carter, 2018;Gonzalez-Busto & Garcia, 1999;Hallberg et al., 2015;Kumar, 2011;Lane & Husemann, 2008;Lane et al., 2000;Lattimer et al., 2004;Lyons & Duggan, 2015;van Ackere & Smith, 1999;Vanderby & Carter, 2010;Wolstenholme, 1999;Wolstenholme et al., 2007;Wong et al., 2012;Worthington, 1991); (2) to improve organizational performance (Hovmand & Gillespie, 2010;Jalali et al., 2017;Santos et al., 2008;Schwaninger & Klocker, 2018;Smits, 2010); (3) to plan healthcare workforce such as workforce planning in the United Kingdom (Willis et al., 2018), as well as forecast manpower requirements for nurses (Abas et al., 2018;Chung et al., 2010), cardiac surgeons (Vanderby et al., 2014), physicians (Ishikawa et al., 2017;Ishikawa et al., 2013), medical specialists (Barber & Gonzalez Lopez-Valcarcel, 2010), radiology professionals (Taba et al., 2015), dentists (Brailsford & De Silva, 2015), and pediatricians ; and (4) to study or improve medical decision-making (Ghaffarzadegan, 2011;Ghaffarzadegan et al., 2013;Lim, 2018). The list of articles in this category is presented in the online supporting information, Table A1. ...