["The International Journal of Health Planning and Management, EarlyView. ", "\nABSTRACT\n\nObjective\nPatient engagement (PE) is recognised as a key pillar of healthcare planning and delivery. However, there is a limited understanding of recent evidence‐based organisational frameworks supporting PE; this gap can impact the uptake, implementation, and spread of PE efforts across healthcare organisations. Our study aims to identify and describe frameworks for PE applicable at an organisational level in academic literature.\n\n\nMethods\nOur scoping review applied Arksey and O'Malley's five‐stage methodology and included an optional sixth stage of community consultation. Four databases (MEDLINE, CINAHL, Cochrane Library, and Embase) were searched between 2014 and 2024. Included articles were double‐extracted and coded for synthesis using data tables.\n\n\nResults\nOut of 7870 total studies yielded by the search, 13 studies from North America, Europe, and Australia met inclusion criteria. Our study identified 11 organisational PE frameworks with varying structure and complexity. While no unifying PE model emerged, many frameworks conceptualised engagement on a continuum. Frameworks were predominantly hospital‐based, and many did not provide in‐depth theoretical underpinnings nor reported patient contributions towards development.\n\n\nConclusions\nBy synthesising the available evidence, this review provides insights for healthcare organisations seeking tools to systematically strengthen their PE initiatives. Conceptualising engagement on a continuum may offer a pragmatic approach to scaling PE institution‐wide. Future framework development should focus on tailoring evidence‐based frameworks to their organisational context, and integrate vital components such as health equity, theoretical foundations, and impact indicators. Emerging organisational frameworks should aim to be adaptable, inclusive, and reflective of diverse patient experiences.\n\n"]