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Organizational culture

About: Organizational culture is a research topic. Over the lifetime, 31507 publications have been published within this topic receiving 926787 citations. The topic is also known as: corporate culture & organisational culture.


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Journal ArticleDOI
TL;DR: This paper found that building schoolwide capacity for teacher learning will improve teaching practices, however, there is little systematic evidence to support this claim, and this study aimed to find the evidence for this claim.
Abstract: Purpose: Although it is expected that building schoolwide capacity for teacher learning will improve teaching practices, there is little systematic evidence to support this claim. This study aimed ...

404 citations

Journal ArticleDOI
TL;DR: The results show that amongst the health care workers surveyed in China there was a positive attitude towards the patient safety culture within their organizations, and the differences between China and the US in patient safetyculture suggests that cultural uniqueness should be taken into consideration whenever safety culture measurement tools are applied in different culture settings.
Abstract: Patient safety culture is an important measure in assessing the quality of health care. There is a growing recognition of the need to establish a culture of hospital focused on patient safety. This study explores the attitudes and perceptions of patient safety culture for health care workers in China by using a Hospital Survey on Patient Safety Culture (HSPSC) questionnaire and comparing it with the psychometric properties of an adapted translation of the HSPSC in Chinese hospitals with that of the US. We used the modified HSPSC questionnaire to measure 10 dimensions of patient safety culture from 32 hospitals in 15 cities all across China. The questionnaire included 1160 Chinese health-care workers who consisted of predominately internal physicians and nurses. We used SPSS 17.0 and Microsoft Excel 2007 to conduct the statistical analysis on survey data including descriptive statistics and validity and reliability of survey. All data was input and checked by two investigators independently. A total of 1500 questionnaires were distributed of which 1160 were responded validly (response rate 77%). The positive response rate for each item ranged from 36% to 89%. The positive response rate on 5 dimensions (Teamwork Within Units, Organization Learning-Continuous Improvement, Communication Openness, Non-punitive Response and Teamwork Across Units) was higher than that of AHRQ data (P < 0.05). There was a statistical difference on the perception of patient safety culture in groups of different work units, positions and qualification levels. The internal consistency of the total survey was comparatively satisfied (Cronbach’s α = 0.84). The results show that amongst the health care workers surveyed in China there was a positive attitude towards the patient safety culture within their organizations. The differences between China and the US in patient safety culture suggests that cultural uniqueness should be taken into consideration whenever safety culture measurement tools are applied in different culture settings.

404 citations

Journal ArticleDOI
TL;DR: In this article, the authors focus on six organisations in the Queensland public sector which have been encouraged to depart from traditional bureaucratic values and to adopt a greater emphasis on change, flexibility, entrepreneurialism, outcomes, efficiency and productivity.
Abstract: A process of organisational change has accompanied managerial reforms in the public sector and is oriented towards the development of a post‐bureaucratic organisational culture. However, there remains a limited empirical understanding of culture in public organisations. Contributes to an understanding of organisational culture in the public sector through survey research that analyses culture by reference to the competing values of internal/external orientation and control/flexibility. Focuses on six organisations in the Queensland public sector which have been encouraged to depart from traditional bureaucratic values and to adopt a greater emphasis on change, flexibility, entrepreneurialism, outcomes, efficiency and productivity. Suggests, however, that public sector organisations continue to emphasise the values of a bureaucratic or hierarchical organisational culture.

403 citations

Journal ArticleDOI
TL;DR: In this paper, the authors examine how territorial behaviors are used to construct, communicate, maintain, and restore territories in organizations and discuss the organizational consequences of these behaviors, including their effects on organizational commitment, conflict, preoccupation, and individual isolation.
Abstract: Territorial feelings and behaviors are important, pervasive, and yet largely overlooked aspects of organizational life. Organizational members can and do become territorial over physical spaces, ideas, roles, relationships, and other potential possessions in organizations. We examine how territorial behaviors are used to construct, communicate, maintain, and restore territories in organizations. We then go on to discuss the organizational consequences of these behaviors, including their effects on organizational commitment, conflict, preoccupation, and individual isolation.

402 citations

Journal ArticleDOI
TL;DR: Organizations that have succeeded in fostering patient-centered care have gone beyond mainstream frameworks for quality improvement based on clinical measurement and audit and have adopted a strategic organizational approach to patient focus.
Abstract: Objective. To investigate organizational facilitators and barriers to patient-centered care in US health care institutions renowned for improving the patient care experience. Design. A qualitative study involving interviews of senior staff and patient representatives. Semi-structured interviews focused on organizational processes, senior leadership, work environment, measurement and feedback mechanisms, patient engagement and information technology and access. Setting. Eight health care organizations across the USA with a reputation for successfully promoting patient-centered care. Participants. Forty individuals, including chief executives, quality directors, chief medical officers, administrative directors and patient committee representatives. Results. Interviewees reported that several organizational attributes and processes are key facilitators for making care more patient-centered: (i) strong, committed senior leadership, (ii) clear communication of strategic vision, (iii) active engagement of patient and families throughout the institution, (iv) sustained focus on staff satisfaction, (v) active measurement and feedback reporting of patient experiences, (vi) adequate resourcing of care delivery redesign, (vii) staff capacity building, (viii) accountability and incentives and (ix) a culture strongly supportive of change and learning. Interviewees reported that changing the organizational culture from a ‘provider-focus’ to a ‘patient-focus’ and the length of time it took to transition toward such a focus were the principal barriers against transforming delivery for patient-centered care.

401 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
20241
2023867
20221,780
20211,342
20201,670
20191,724