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Aim: To explore hospital managers' perceptions of the Rapid Response Team. Design: An explorative qualitative study using semi‐structured individual interviews. Methods: In September 2019, a qualitative interview study including nineteen hospital managers at three managerial levels in acute care hospitals was conducted. Interview transcripts were analysed with an inductive content analysis approach, involving researcher triangulation in data collection and analysis processes. Findings: One theme, 'A resource with untapped potential, enhancing patient safety, high‐quality nursing, and organisational cohesion' was identified and underpinned by six categories and 30 sub‐categories. Conclusion: The Rapid Response Team has an influence on the organization that goes beyond the team's original purpose. It strengthens the organization's dynamic cohesion by providing clinical support to nurses and facilitating learning, communication and collaboration across the hospital. Managers lack engagement in the team, including local key data to guide future quality improvement processes. Implications: For organizations, nursing, and patients to benefit from the team to its full potential, managerial engagement seems crucial. Impact: This study addressed possible challenges to using the Rapid Response Team optimally and found that hospital managers perceived this complex healthcare intervention as beneficial to patient safety and nursing quality, but lacked factual insight into the team's deliverances. The research impacts patient safety pointing at the need to re‐organize managerial involvement in the function and development of the Rapid Response Team and System. Reporting Method: We have adhered to the COREQ checklist when reporting this study. "No Patient or Public Contribution" [ABSTRACT FROM AUTHOR]