A multilevel model of patient safety culture: cross‐level relationship between organizational culture and patient safety behavior in Taiwan's hospitals

Abstract

Overall, organizational culture plays an important role in patient safety activities. Safety behaviors of hospital staff are partly influenced by the prevailing cultural norms in their organizations and work groups. For management implications, constructed patient priority from management commitment to leadership is necessary. For academic implications, research on patient safety should consider leadership, group dynamics and organizational learning. These factors are important for understanding the barriers and the possibilities embedded in patient safety.

Patient Safety Culture and Factors that Impact That Culture in Tehran Hospitals in 2013

“…Investing in practices that tackle these issues and prioritizing patient safety are both essential for improving patient safety in hospitals in Iran (38). Furthermore, the strength of organizational culture was negatively correlated with the variability of patient safety culture (39), thereby identifying it a significant factor in medical management.…”

The relationship between patient safety culture and adverse events: a study in palestinian hospitals

“…Other criterion studies examining the relationships between HSOPSC and patient experiences with hospital care and services by using the Consumer Assessment of Healthcare Providers and Systems Hospital Survey (Hospital CAHPS) found that higher overall HSOPSC composite average scores were associated with higher overall Hospital CAHPS [17]. There is some evidence that safety culture impacts on staff outcomes, but less evidence of an impact on patient outcomes [30][31][32][33][34][35][36][37][38][39]. This study explored the correlation between safety culture on patient outcomes.…”

Factors affecting employees' knowledge-sharing behaviour in the virtual organisation from the perspectives of well-being and organisational behaviour

“…Koberg and Chusmir (1987) also found that bureaucratic culture had a significant negative impact on satisfaction and involvement and an increased propensity to leave. This may be because such organisational members have a distinct sense of authority in their highly standardised, regular, ordered, cautious and systematic ways of working (Chen, Ng, & Li, 2012). As a result, employees may experience lower levels of well-being because such an organisational culture may deprive them of their sense of autonomy, self-determination and independence.…”

“…Koberg and Chusmir (1987) and Chen et al (2012) further state that an organisation belonging to a supportive culture will provide a harmonious atmosphere in which its members can work with other colleagues. One important element of psychological well-being, namely positive relations with others, concerns the importance of warm, friendly and trusting interpersonal relationships in the environment; this may also be linked to the perspective of social well-being (Keyes, 1998).…”

“…Organisational members involved in an innovative culture are more creative and liberated; thus, they are more likely to be entrepreneurial (Koberg & Chusmir, 1987;Chen et al, 2012). This concept is also associated with the personal growth of psychological well-being which encourages people, not only to achieve set tasks, but also continually to develop their potential .…”