How organizational culture influences outcome information utilization

Hodges, Sharon; Hernandez, Mario

doi:10.1016/s0149-7189(99)00005-1

Cited by 22 publications

(17 citation statements)

References 5 publications

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“…These include improved patient long-term physical and mental health (Shortell et al, 2000), greater innovativeness (Hodges & Hernandez, 1999), more flexibility in providing services, and more integrated provision of mental health services care (Birelson, 1998;Chalifoux et al, 1996;Katon et al, 1999;Mechanic, 1996Mechanic, , 1998. Our research also suggests that where the goals of the providers were congruent, collaboration went more smoothly.…”

Section: Resultsmentioning

confidence: 64%

Interagency and interprofessional collaboration in community care: the interdependence of structures and values

Johnson

Wistow

Schulz

et al. 2003

Journal of Interprofessional Care

103

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This paper considers the problems of interagency and interprofessional collaboration in community care in Great Britain from the combined perspectives of UK and US researchers. The research team drew on empirical and theoretical literature from both countries to construct a framework for analysing inter- and intra-organisational theories of joint working. This analysis, supplemented and supported by local case studies conducted by the researchers, generates a framework recommendation against which the government's initiatives for partnership working in the NHS plan 2000 and subsequently can be critically reviewed. In particular, at a time when structural integration--via Care Trusts--is being seriously considered, they highlight the vital importance of integrated systems of goal setting, authority and multidisciplinary service delivery rather than a narrow focus on structural integration alone.

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Section: Resultsmentioning

confidence: 64%

Interagency and interprofessional collaboration in community care: the interdependence of structures and values

Johnson

Wistow

Schulz

et al. 2003

Journal of Interprofessional Care

103

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“…While there is readily available advice for managers regarding an organization's readiness to introduce change, very few models or tools exist that provide a systematic way to assess their organizations (Dixon, 2005;Hodges & Hernandez, 1999;Atherton, 2002;Robbins et al, 2003;Horwath & Morrison, 2000;Lehman, Greener, & Simpson, 2002). Whether managers choose to use formal assessment tools or informal practices, "it is important that those managing change have a clear understanding of where their organization stands" (Dixon, 2005, p. 2) prior to the introduction of change.…”

Section: Readiness For Changementioning

confidence: 99%

Impact of Organizational Change on Organizational Culture

Austin¹,

Claassen²

2008

Journal of Evidence-Based Social Work

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Evidence-based practice (EBP) seeks to integrate the expertise of individual practitioners with the best available evidence within the context of the values and expectations of clients. Prior to implementing EBP, it is important to understand the significance that organizational change and organizational culture play. This article seeks to explore the literature associated with both organizational change and organizational culture. The analysis of organizational culture and change draw upon findings from both the private, for-profit sector, and the public, non-profit field. It is divided into four sections: organizational change and innovation, organizational culture, managing organizational culture and change, and finally, applying the findings to the implementation of EBP. While the audience for this analysis is managers in public and nonprofit human service organizations who are considering implementing EBP into their work environment, it is not intended to provide a "how to" guide, but rather a framework for critical thinking.

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“…Thus, "it has a guiding role that helps to know which activities suit best the firm's personality" (6,7,8); "its existence is associated with the idea of sharing intentions" (9,10,11); "it is due to an empirical need to solve managerial problems" (12,13,14); and finally "it is specific to each firm" (15,16,17).…”

Section: Organizational Culture and Corporate Governance Connectionsmentioning

confidence: 99%

Corporate governance and organisational culture: The role of ethics officers

Llopis

Gonzalez²,

Gascó³

2007

Int J Discl Gov

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Abstract:We argue that ethical leadership must be in line with corporate governance in general and of the CEO (Chief Executive Officer) who must be the starting point for the rest of the organizational members to have an ethical guideline to follow. Nevertheless, we argue that the figure of the EO (Ethics Officer) is the connecting link between ethical values of Corporate Governance, CEOs and those of the other staff. With this idea in mind, we present the characteristics an EO must have, and reach the conclusion that organizational ethical values cannot be imposed. Instead, they must be managed through a corporate governance ethical culture, so this term will be the focus of the paper. 2 CORPORATE GOVERNANCE AND ORGANIZATIONAL CULTURE. THE ROLE OF ETHICS OFFICERS.Keywords: Business Ethics, CEO, Corporate Governance, Ethical Culture, Ethics Officers, Organizational Culture. Abstract:We argue that ethical leadership must be in line with corporate governance in general and of the CEO (Chief Executive Officer) who must be the starting point for the rest of the organizational members to have an ethical guideline to follow. Nevertheless, we argue that the figure of the EO (Ethics Officer) is the connecting link between ethical values of Corporate Governance, CEOs and those of the other staff. With this idea in mind, we present the characteristics an EO must have, and reach the conclusion that organizational ethical values cannot be imposed. Instead, they must be managed through a corporate governance ethical culture, so this term will be the focus of the paper.

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How organizational culture influences outcome information utilization

Cited by 22 publications

References 5 publications

Interagency and interprofessional collaboration in community care: the interdependence of structures and values

Interagency and interprofessional collaboration in community care: the interdependence of structures and values

Impact of Organizational Change on Organizational Culture

Corporate governance and organisational culture: The role of ethics officers

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