The relationship between senior management team culture and clinical governance

Prenestini, Anna; Calciolari, Stefano; Lega, Federico; Grilli, Roberto

doi:10.1097/hmr.0000000000000035

Cited by 13 publications

(11 citation statements)

References 29 publications

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“…Several empirical studies in various fields have tested the validity and reliability of the CVF/OCAI test (e.g. [ 11 , 24 , 27 , 28 ]).…”

Section: Methodsmentioning

confidence: 99%

“…The CVF is a useful established tool for understanding OC in healthcare settings (e.g., [ 24 – 26 ]). Based on important CVF research contributions that propose enhancements to the original framework, Cameron and Quinn [ 21 ] presented the Organizational Culture Assessment Instrument (OCAI), an instrument that assesses the overall culture profile.…”

Section: Introductionmentioning

confidence: 99%

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

Lepore

Metallo

Schiavone

et al. 2018

BMC Health Serv Res

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BackgroundThe effective adoption and use of digital and computerized systems and records in hospitals are crucial for increasing the overall quality, safety and outcomes of any national health community. Prior research found that hospitals’ dominant cultural orientation affects the adoption of new technology. However, the organizational culture of hospitals can greatly vary between public and private hospitals. Thus, the ownership type of the hospital is likely to affect, to some extent, the aforementioned relationship between culture and information system success. The present article focuses in detail on this issue and attempts to answer the following research question: which cultural orientations are promoting information system success in public and private hospitals?MethodsThe authors develop and test two hypotheses about this relationship via two regression approaches (single-level and multi-level). The authors collected data from 172 respondents—clinicians and non-clinicians—working in two (one public and one private) hospitals in Campania, one of the largest regions in Italy.ResultsThe findings of this study show clear differences between private and public hospitals. First, a dominant cultural orientation that emphasizes flexibility values (clan and adhocracy cultures) positively influences information systems success in terms of individual impact. Second, the influence of a clan orientation on individual impact is stronger in the public hospital. Third, the influence of an adhocracy orientation is stronger in the private hospital. Overall, the type of ownership—either public or private—of these healthcare organizations affects the link between cultural orientations and IS success.ConclusionManagers of private hospitals should offer to their employees the opportunity to adopt and implement new information systems processes driven by openness towards the external environment in order to benchmark and learn from what was done previously in other organizations. Managers of public hospitals should set up human resource management practices, knowledge creation mechanisms, and internal communication capable of generating a friendly learning environment for their employees when adopting new technology.

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“…Several empirical studies in various fields have tested the validity and reliability of the CVF/OCAI test (e.g. [ 11 , 24 , 27 , 28 ]).…”

Section: Methodsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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

Lepore

Metallo

Schiavone

et al. 2018

BMC Health Serv Res

View full text Add to dashboard Cite

show abstract

“…Professional management constitutes a legally significant element of the manager's work, especially with regard to the immediate and middle levels, but also more widely at the level of strategic management, which involves the responsibility for the implementation of the strategic objectives of the entire organization and also for ensuring that the direction of social and health care is consistent with the judicial line in social and health care. This renders impossible any comparison, for example, with the findings of international studies using competing values (Tong and Richard 2015;Prenestini et al 2014).…”

Section: Discussionmentioning

confidence: 99%

Challenges for Management in Implementing Reforms at the Ministry Level and in Health and Social Service Organizations in Finland

Niiranen

Zitting

Laulainen

2019

Administrative Sciences

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The Finnish health and social care sector is currently undergoing numerous reforms. These reforms involve novel demands regarding the role of steering, decision-making, and management in health and social services. This article sheds light on some of the critical factors encountered by decision-makers and managers when implementing reforms to change health and social services. The article investigates cooperation between the steering ministries and different dimensions of management in local health and social service organizations. Interview data from the ministries were studied through content analysis, and quantitative survey data were analyzed using mean values guided by the model of multidimensional management. The co-operation between different ministries has intensified while implementing different reforms, but functional and cultural boundaries between them persist. The management dimensions in changing health and social service organizations stress the role of managers as facilitators and enablers, highlighting the significance of caring for the human resource dimension as one of the managers' core tasks. The successful implementation of change should never be automatic. What emerges prominently is the skill essential to achieve cooperation which transcends the borders of both multiprofessional and traditional professional and administrative work both in ministries and local health and social service organizations.

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“…25 Indeed, this factor goes hand in hand with leadership support and the central role of senior management in the process of change as it develops trust and confidence in both leadership and the change itself. 26 A third observation from this study relates to the limited evaluation and outcome assessment approaches, 2 areas that are of vital importance for sustainability of any QI project. This may be attributed to the lack of experience of some CAHs in developing internal metrics and SMART goals.…”

Section: Discussionmentioning

confidence: 99%

Critical Access Hospital Use of TeamSTEPPS to Implement Shift-Change Handoff Communication

Natafgi

Zhu²,

Baloh³

et al. 2017

Journal of Nursing Care Quality

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Implementation of handoff as part of TeamSTEPPS ® initiatives for improving shift-change communication is examined via qualitative analysis of on-site interviews and process observations in 8 critical access hospitals. Comparing implementation attributes and handoff performance across hospitals shows that the purpose of implementation did not differentiate between high-and low-performance, but facilitators and barriers did. Staff involvement and being part of the 'big picture' was an important facilitator to change management and buy-in. Keywordscritical access hospitals; communication; Handoff; quality improvement; rural; TeamSTEPPS Since the release of the prominent Institute of Medicine (IOM) report on quality of care and patient safety in US hospitals in 2000, hospitals are increasingly adopting quality improvement (QI) strategies to enhance their performance and facilitate safer patient care. 1

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The relationship between senior management team culture and clinical governance

Cited by 13 publications

References 29 publications

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

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

Challenges for Management in Implementing Reforms at the Ministry Level and in Health and Social Service Organizations in Finland

Critical Access Hospital Use of TeamSTEPPS to Implement Shift-Change Handoff Communication

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