The relationship between organizational culture and performance in acute hospitals

Rowena Jacobs*, Russell Mannion, Huw T O Davies, Stephen Harrison, Fred Konteh, Kieran Walshe

*Corresponding author for this work

Research output: Contribution to journalArticle

73 Citations (Scopus)

Abstract

This paper examines the relationship between senior management team culture and organizational performance in English acute hospitals (NHS Trusts) over three time periods between 2001/2002 and 2007/2008. We use a validated culture rating instrument, the Competing Values Framework, to measure senior management team culture. Organizational performance is assessed using a wide range of routinely collected indicators. We examine the associations between organizational culture and performance using ordered probit and multinomial logit models. We find that organizational culture varies across hospitals and over time, and this variation is at least in part associated in consistent and predictable ways with a variety of organizational characteristics and routine measures of performance. Moreover, hospitals are moving towards more competitive culture archetypes which mirror the current policy context, though with a stronger blend of cultures. The study provides evidence for a relationship between culture and performance in hospital settings.

Original languageEnglish
Pages (from-to)115-125
Number of pages11
JournalSocial Science and Medicine
Volume76
Issue number1
DOIs
Publication statusPublished - Jan 2013
Externally publishedYes

Keywords

  • Competing Values Framework
  • English NHS hospital Trusts
  • Hospital performance
  • Organizational culture

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    Jacobs, R., Mannion, R., Davies, H. T. O., Harrison, S., Konteh, F., & Walshe, K. (2013). The relationship between organizational culture and performance in acute hospitals. Social Science and Medicine, 76(1), 115-125. https://doi.org/10.1016/j.socscimed.2012.10.014