Alignment of governance and senior executive perceptions of culture: Implications on healthcare performance

Suk Yi Looi, Richard Greatbanks, André M. Everett

Research output: Contribution to journalArticleResearchpeer-review

3 Citations (Scopus)

Abstract

Purpose
The purpose of this paper is to examine the alignment of perceived organizational culture between Health Board chairs and Board members with that of their respective senior executive teams. It compares the degree of alignment between these two groups, and analyses them against District Health Board (DHB) performance using the New Zealand Ministry of Health’s national measure “shorter stays in Emergency Departments.”
Design/methodology/approach
Primary survey data were collected across eight DHBs using a modified version of the Organizational Culture Assessment Instrument and utilizes a sample of both higher and lower performing DHBs as defined by the “shorter stays” measure.
Findings
Many health organizations cite Ovseiko and Buchan’s (2012) preferred culture as an ideal model. However, this study’s findings indicate that most DHBs scored higher than the preferred score for “Hierarchical” and “Rational” cultures, and lower for “Clan” and “Developmental” cultures, and therefore calls into question the validity of this organizational profile as the “preferred” cultural state.
Research limitations/implications
This research considers perceived organizational culture from the perspective of the Board members and their respective senior executive teams. It uses a relatively small sample size and excludes potential interactions of national culture.
Practical implications
The findings indicate that healthcare organizations should de-emphasize the dominant “Hierarchical” and “Rational” cultures, and promote “Clan” and “Developmental” cultures within their organizations as a means of potentially improving healthcare performance.
Originality/value
Organizational culture has been highlighted as a major component of performance within healthcare organizations, yet very few studies examine how organizational culture is perceived by governance and executive groups. This study empirically counters prevailing knowledge regarding the most appropriate organizational cultures for healthcare organizations.
Original languageEnglish
Pages (from-to)927-938
Number of pages12
JournalJournal of Health, Organisation and Management
Volume30
Issue number6
DOIs
Publication statusPublished - 2016

Keywords

  • Organizational culture
  • Health performance
  • Competing Values Framework
  • Health governance

Cite this

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title = "Alignment of governance and senior executive perceptions of culture: Implications on healthcare performance",
abstract = "PurposeThe purpose of this paper is to examine the alignment of perceived organizational culture between Health Board chairs and Board members with that of their respective senior executive teams. It compares the degree of alignment between these two groups, and analyses them against District Health Board (DHB) performance using the New Zealand Ministry of Health’s national measure “shorter stays in Emergency Departments.”Design/methodology/approachPrimary survey data were collected across eight DHBs using a modified version of the Organizational Culture Assessment Instrument and utilizes a sample of both higher and lower performing DHBs as defined by the “shorter stays” measure.FindingsMany health organizations cite Ovseiko and Buchan’s (2012) preferred culture as an ideal model. However, this study’s findings indicate that most DHBs scored higher than the preferred score for “Hierarchical” and “Rational” cultures, and lower for “Clan” and “Developmental” cultures, and therefore calls into question the validity of this organizational profile as the “preferred” cultural state.Research limitations/implicationsThis research considers perceived organizational culture from the perspective of the Board members and their respective senior executive teams. It uses a relatively small sample size and excludes potential interactions of national culture.Practical implicationsThe findings indicate that healthcare organizations should de-emphasize the dominant “Hierarchical” and “Rational” cultures, and promote “Clan” and “Developmental” cultures within their organizations as a means of potentially improving healthcare performance.Originality/valueOrganizational culture has been highlighted as a major component of performance within healthcare organizations, yet very few studies examine how organizational culture is perceived by governance and executive groups. This study empirically counters prevailing knowledge regarding the most appropriate organizational cultures for healthcare organizations.",
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Alignment of governance and senior executive perceptions of culture : Implications on healthcare performance. / Looi, Suk Yi; Greatbanks, Richard; Everett, André M.

In: Journal of Health, Organisation and Management, Vol. 30, No. 6, 2016, p. 927-938.

Research output: Contribution to journalArticleResearchpeer-review

TY - JOUR

T1 - Alignment of governance and senior executive perceptions of culture

T2 - Implications on healthcare performance

AU - Looi, Suk Yi

AU - Greatbanks, Richard

AU - Everett, André M.

PY - 2016

Y1 - 2016

N2 - PurposeThe purpose of this paper is to examine the alignment of perceived organizational culture between Health Board chairs and Board members with that of their respective senior executive teams. It compares the degree of alignment between these two groups, and analyses them against District Health Board (DHB) performance using the New Zealand Ministry of Health’s national measure “shorter stays in Emergency Departments.”Design/methodology/approachPrimary survey data were collected across eight DHBs using a modified version of the Organizational Culture Assessment Instrument and utilizes a sample of both higher and lower performing DHBs as defined by the “shorter stays” measure.FindingsMany health organizations cite Ovseiko and Buchan’s (2012) preferred culture as an ideal model. However, this study’s findings indicate that most DHBs scored higher than the preferred score for “Hierarchical” and “Rational” cultures, and lower for “Clan” and “Developmental” cultures, and therefore calls into question the validity of this organizational profile as the “preferred” cultural state.Research limitations/implicationsThis research considers perceived organizational culture from the perspective of the Board members and their respective senior executive teams. It uses a relatively small sample size and excludes potential interactions of national culture.Practical implicationsThe findings indicate that healthcare organizations should de-emphasize the dominant “Hierarchical” and “Rational” cultures, and promote “Clan” and “Developmental” cultures within their organizations as a means of potentially improving healthcare performance.Originality/valueOrganizational culture has been highlighted as a major component of performance within healthcare organizations, yet very few studies examine how organizational culture is perceived by governance and executive groups. This study empirically counters prevailing knowledge regarding the most appropriate organizational cultures for healthcare organizations.

AB - PurposeThe purpose of this paper is to examine the alignment of perceived organizational culture between Health Board chairs and Board members with that of their respective senior executive teams. It compares the degree of alignment between these two groups, and analyses them against District Health Board (DHB) performance using the New Zealand Ministry of Health’s national measure “shorter stays in Emergency Departments.”Design/methodology/approachPrimary survey data were collected across eight DHBs using a modified version of the Organizational Culture Assessment Instrument and utilizes a sample of both higher and lower performing DHBs as defined by the “shorter stays” measure.FindingsMany health organizations cite Ovseiko and Buchan’s (2012) preferred culture as an ideal model. However, this study’s findings indicate that most DHBs scored higher than the preferred score for “Hierarchical” and “Rational” cultures, and lower for “Clan” and “Developmental” cultures, and therefore calls into question the validity of this organizational profile as the “preferred” cultural state.Research limitations/implicationsThis research considers perceived organizational culture from the perspective of the Board members and their respective senior executive teams. It uses a relatively small sample size and excludes potential interactions of national culture.Practical implicationsThe findings indicate that healthcare organizations should de-emphasize the dominant “Hierarchical” and “Rational” cultures, and promote “Clan” and “Developmental” cultures within their organizations as a means of potentially improving healthcare performance.Originality/valueOrganizational culture has been highlighted as a major component of performance within healthcare organizations, yet very few studies examine how organizational culture is perceived by governance and executive groups. This study empirically counters prevailing knowledge regarding the most appropriate organizational cultures for healthcare organizations.

KW - Organizational culture

KW - Health performance

KW - Competing Values Framework

KW - Health governance

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DO - 10.1108/JHOM-01-2016-0012

M3 - Article

VL - 30

SP - 927

EP - 938

JO - Journal of Health, Organisation and Management

JF - Journal of Health, Organisation and Management

SN - 1477-7266

IS - 6

ER -