Cultural orientations and information systems success in public and private hospitals: preliminary evidences from Italy

Lepore, Luigi; Metallo, Concetta; Schiavone, Francesco; Landriani, Loris

doi:10.1186/s12913-018-3349-6

Cited by 25 publications

(20 citation statements)

References 67 publications

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“…In conclusion, these scholars' findings correspond to the strong correlation, which the current study found, in which management of employees is a positively effective factor in strategy implementation. Specifically supporting the above view, the findings indicate that both private and public sectors need systems and hence the necessity of a hierarchical culture in their effective strategy implementation in organizations (Lepore, Metallo, Schiavone, & Landriani, 2018). Other studies also support the significance of a hierarchical culture with a strong relationship to strategy implementation concluding that a hierarchical culture plays a big role in any change management giving hints to significant role models in leadership changes (Al-Ali et al, 2017).…”

Section: Discussionsupporting

confidence: 56%

Strategy Implementation: Does Hierarchy Culture Matter in Licensed Professional Societies in East Africa

Njagi

2021

EJMI

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Purpose: This study is aimed at establishing hierarchy and strategy relationship in registered professional bodies in Kenya. Design/Method/Approach: The dependent variable was measured through policy implementation, resource assessment and motivation. Hierarchy culture as an independent variable was measured through dominant characteristic and management of employees. Using a descriptive design approach, the study collected a return of 132 responses from a target of 168 in professional bodies of Kenya. The study set up a null hypothesis to be tested using a linear regression model to establish the relationship between dependent and independent variables. Findings: For hierarchy constructs, it was established that there was a significant correlation between strategy implementation and dominant characteristics r = .316, p < .05 with the management of employees r = .288, p < .05. Theoretical Implications: This paper expanded the body of research on organizational culture by showing that there is a significant relationship between the hierarchy culture and strategy implementation with both dominant characteristics and management of employees showing positive effects for the relationship. Originality/Value: This research shows that the organizations that are most successful in the market have a strong hierarchy culture within their environment. Therefore, professional bodies must at least have a mechanism of ensuring hierarchy culture within the organization. Research Limitations/Future Research: The study only looked at the association between hierarchy culture and strategy implementation. Future studies should investigate the relationship between strategy implementation and other dimensions of an organizational culture. Paper type: Empirical

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Section: Discussionsupporting

confidence: 56%

Strategy Implementation: Does Hierarchy Culture Matter in Licensed Professional Societies in East Africa

Njagi

2021

EJMI

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“…Problem of endogeneity may arise in cross-sectional analyses if there are unobserved factors that are correlated with the measurement of private hospital expansions and the occurrences of medical malpractice lawsuits. For example, cultural factors may affect patients' choices between private and public hospitals [27], as well as choice of health insurance. Thus, cultural factors may have impacts on health care market.…”

Section: Discussionmentioning

confidence: 99%

Incidence of Medical Malpractice Lawsuits and Its Relationship to the Growth of Private Hospitals

Sun¹,

Liu²,

Wang³

et al. 2020

Preprint

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BackgroundDoctor-patient relationship has become an intense concern in public health in recent years. Medical malpractice lawsuits have presented an increasing trend over past decade. This study aims to describe distributions of medical malpractice lawsuits across different provinces and to investigate its relationship to the growth of private hospitals.MethodsData was drawn from China Judgments Online, the China Health Statistic Yearbooks and China Statistical Yearbooks between January 1, 2010 to December 31, 2016. Private hospitals expansion was measured by the number and proportion of private hospitals, the ratio of outpatient visits from private to public hospitals and the ratio of discharges from private to public hospitals. Fixed-effects negative binomial regressions were utilized to estimate the association between the growth of private hospitals and the number of medical malpractice lawsuits.ResultsIn total, we identified a total of 18220 lawsuits relevant to medical malpractices across China between 2010 and 2016. The regression results revealed that more private hospitals, larger proportion of private hospitals and higher ratio of discharges from private to public hospitals were significantly associated with fewer medical malpractice lawsuits. An increase of 100 private hospitals in health care market was associated with a decrease in the number of medical malpractice lawsuits by 21%. The ratio of outpatient visits from private to public hospitals was not significantly associated with the number of malpractice lawsuits. ConclusionsThere was great disparities of incidences of medical malpractice lawsuits across different provinces. Greater expansion of private hospitals was associated with fewer medical malpractice lawsuits at province level. This negative association indicated that more private hospitals in health care market might provide more incentives for hospitals to contain the incidences of medical malpractice cases.

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“…This study adopted a positivist approach, involving a hypothesis based on the theoretical framework in testing the hypothesis. The philosophy as applied in the study was dictated by observations and descriptions in the field without any influence of the phenomenon as supported by [28]. As pointed out by [30], the study eliminated any possible subjectivism and ensured all activities were objective while collecting data.…”

Section: Methodsmentioning

confidence: 99%

Clan Culture as Predictor of Strategy Implementation: Empirical Evidence from Professional Bodies in Kenya

Njagi¹,

Kamau²,

Muraguri³

2020

EJBMR

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The study aimed at establishing clan culture effect as an agent of strategy implementation in professional bodies in Kenya. The study’s anchoring theory was Cameroon and Queen’s Competing Value Framework (CFV) supported by McKinsey 7S Framework. Positivist philosophy adopting descriptive correlation research design was implemented in the field. Key question was, “How does clan culture affect strategy implementation within the professional bodies registered with the Association of Professional Societies in East Africa within Kenya?” A census of all professional bodies with purposive proportionate sample of key respondents was undertaken. This sample involved managers of key departments involved in strategy implementation including Information Communication Technology (ICT), planning, human resources, procurement, marketing, and finance. From target sample of 168 respondents from 28 professional bodies, the study received 132 filled structured questionnaires for analysis. Multiple linear regression analysis was applied through SPSS computer package using regression models to test the hypothesis H01: There is no relationship between clan culture and strategy implementation in professional bodies in Kenya. Findings indicated that, the coefficient for organization glue, (β = .153, t = 1.848, p<.05) and strategic emphasis (β = .299, t = 3.609, p<.05) which were the constructs for clan culture significantly predicted strategy implementation in professional bodies. Results led to rejection of the null hypothesis. Study findings are significant and implementable within various organizations including government, industry players, and academia amongst others. From the findings, the study recommends leadership and policy planners to implement clan culture as demonstrated by the most successful organizations.

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Cultural orientations and information systems success in public and private hospitals: preliminary evidences from Italy

Cited by 25 publications

References 67 publications

Strategy Implementation: Does Hierarchy Culture Matter in Licensed Professional Societies in East Africa

Strategy Implementation: Does Hierarchy Culture Matter in Licensed Professional Societies in East Africa

Incidence of Medical Malpractice Lawsuits and Its Relationship to the Growth of Private Hospitals

Clan Culture as Predictor of Strategy Implementation: Empirical Evidence from Professional Bodies in Kenya

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