Relationships Between Change and Organizational Culture in Hospitals

Abstract

A collaborative culture was the most evident culture in private hospitals, but in public hospitals the most dominant culture was a power culture.

The process of implementing a new working method - a project towards change in a Swedish psychiatric clinic

“…Even if a previous study on these wards [42] did not show that they were dominated by change resistant cultures, the present results of this present study suggest that there are indeed additional inhibiting factors that affected the outcomes of implementation of the DLDA tool [15,61] . Besides cultural characteristics, resistance to change and its impact on implementation processes [14,15,34,62] as well as time constraints and co-workers defending the old system [18,33,38,56] , the present study reveals a number of other factors that may have affected the implementation processes: time pressure; heavy workload; stress; lack of routines in using the new tool; lack of nursing staff as well as lack of time.…”

Individualized care scale – nurse version: a Finnish validation study

“…Hospitals are facing serious challenges to the provision of health care that is consistently high quality, including the delivery of individualized patient care in rapidly changing and uncertain environments [10,36]. This is endorsed by nurses in countries with distinctly different health care systems, who report similar shortcomings in their work, their working environments and the quality of hospital care [10,36,37].…”

“…A methodological study design was used within one university hospital district area in southern Finland between March and May 2008. The sample was stratified on the type of health care organization (university, regional and psychiatric hospitals, health centres) because previous evidence identifies the effect of the working environment on nurses' perceptions of care [10,36,37]. Within this stratification, a heterogeneous sampling frame was used which consisted of registered nurses (RNs), enrolled nurses (ENs), certified nurses aids and ward managers from typical inpatient wards working in randomly assigned health care organizations.…”

Implementation of Mindfulness Training for Mental Health Staff: Organizational Context and Stakeholder Perspectives

“…An understanding of organizational context variables (facilitators and barriers) is necessary for the successful diffusion of innovations in the healthcare setting (Aarons et al 2012), including both initiating and sustaining changes. Organizational cultures function to guide interactions with peers, management, and clients (Svyantek and Brown 2002) and provide a unique set of values, norms, attitudes, and behaviors explicitly operating through formal policy or implicitly operating through informal behavior or values (Kirchner et al 2012; Seren and Baykal 2007; Svyantek and Brown 2002). Organizational climate is the shared or collective perceptions of employees on how the work environment impacts their psychology, including stress, burnout, and job satisfaction (Aarons et al 2012; Hemmelgarn et al 2006).…”