Hostname: page-component-586b7cd67f-g8jcs Total loading time: 0 Render date: 2024-11-23T05:25:19.011Z Has data issue: false hasContentIssue false
  • English
  • Français

Organizational culture and performance in health care for older people: a systematic review

Published online by Cambridge University Press:  17 April 2012

Julian Hunt ,
Antonio Sanchez ,
Win Tadd  and
Sinead O'Mahony
Julian Hunt*
Affiliation:
Institute of Primary Care and Public Health, School of Medicine, Cardiff University, UK
Antonio Sanchez
Affiliation:
Institute of Primary Care and Public Health, School of Medicine, Cardiff University, UK
Win Tadd
Affiliation:
Centre for Economic and Social Aspects of Genomics, School of Social Sciences, Cardiff University, UK
Sinead O'Mahony
Affiliation:
Institute of Primary Care and Public Health, School of Medicine, Cardiff University, UK
*
Address for correspondence: Dr Julian Hunt, Academic Centre, University Hospital Llandough, Penarth CF64 2XX, UK. Email: [email protected]
Get access Rights & Permissions [Opens in a new window]

Abstract

In recent years, there has been a growing understanding that organizational culture is an important characteristic that may influence the effectiveness of health care provision, not least for the growing numbers of older people needing care. The purpose of this paper is to review the literature to uncover any reliable evidence supporting the assertion that organizational culture in health care organizations is related, in terms of activity and outcome, to their performance. Searches identified 20 relevant papers published between 1993 and 2010. A number of studies reviewed claims to have uncovered evidence of a relationship in terms of activity, while others failed to find a clear relationship. None of the studies found much evidence against. In terms of outcomes, none of the studies reviewed found evidence of a relationship between culture and performance. It is clear that any relationship between culture and performance is highly unlikely to be simple: such relationships are more likely to be multiple, complex, contingent and dynamic.

Keywords

organizational cultureperformancehealth care
Type
Psychological and social gerontology
Information
Reviews in Clinical Gerontology , Volume 22 , Issue 3 , August 2012 , pp. 218 - 234
Copyright
Copyright © Cambridge University Press 2012

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

1Davies, HTO, Nutley, S, Mannion, R. Organisational culture and quality of health care. Quality in Health Care 2000; 9: 111–19.CrossRefGoogle ScholarPubMed
2Kennedy, I. Learning From Bristol: Public inquiry into children's heart surgery at the Bristol Royal Infirmary 1984–1995. London: Stationery Office, 2001.Google Scholar
3Scott, T, Mannion, R, Davies, H, Marshall, M.Health Care Performance and Organisational Culture. Abingdon, Oxon: Radcliffe Medical Press, 2003.Google ScholarPubMed
4Ormrod, S. Organisational culture in health service policy and research: ‘Third-way’ political fad or policy development? Policy Politics 2003; 31: 227–37.CrossRefGoogle Scholar
5Townsend, P.The Aged within the Welfare State. London: G. Bell, 1966.Google Scholar
6Health Advisory Service. ‘Not because they are old’: An independent inquiry into the care of older people on acute wards in general hospitals. London: Health Advisory Service, 1998.Google Scholar
7Department of Health. The National Service Framework for Older People. London: Department of Health, 2001.Google Scholar
8Tadd, W, Hillman, A, Calnan, S, Calnan, M, Bayer, A, Read, S. Dignity in practice: an exploration of the care of older adults in acute NHS trusts. NIHR SDO Programme. London: HMSO 2011. Available at: http://www.sdo.nihr.ac.uk/projdetails.php?ref=08-1819-218 (accessed 23 December 2011).Google Scholar
9Department of Health. A First Class Service: Quality in the new NHS. London: Stationery Office, 1998.Google Scholar
10Department of Health. The NHS Plan. London: Stationery Office, 2001.Google Scholar
11Konteh, FH, Mannion, R, Davies, HTO. Clinical governance views on culture and quality improvement. Clinical Governance: Int J 2008; 13: 200–7.CrossRefGoogle Scholar
12Mannion, R, Davies, H, Marshall, M.Cultures for Performance in Health Care. Berkshire: Open University Press, 2005.Google Scholar
13Malinowski, B.Argonauts of the Western Pacific. London: Routledge and Kegan Paul, 1922.Google Scholar
14Whyte, WF.Human Relations in the Restaurant. New York: McGraw-Hill, 1948.Google Scholar
15Blau, PM.The Dynamics of Bureaucracy. Chicago: University of Chicago Press, 1955.Google Scholar
16Peters, T, Waterman, R. In Search of Excellence: Lessons from America's Best Run Companies. New York: Harper and Rowe, 1982.Google Scholar
17Deal, TE, Kennedy, AA.Corporate Cultures. Harmondsworth: Penguin, 1988.Google Scholar
18Deal, TE, Kennedy, AA. The New Corporate Cultures. Massachusetts: Perseus Publishing, 1999.Google Scholar
19Harrison, S, Marnoch, G, Hunter, D, Pollitt, . Just Managing: Power and Culture in the National Health Service. London: Macmillan, 1992.CrossRefGoogle Scholar
20Mackenzie, S.Surveying the organizational culture in an NHS trusts. J Management Med 1995; 9: 69–77.CrossRefGoogle Scholar
21Gerowitz, MB, Lemieux-Charles, L, Heginbothan, C, Johnson, B. Top management culture and performance in Canadian, UK and US hospitals. Health Services Management Res 1996; 9: 69–78.CrossRefGoogle ScholarPubMed
22Allaire, Y, Firsirotu, M. ‘Theories of organizational culture’. Organizational Studies 1984; 5: 193–226.CrossRefGoogle Scholar
23Ashkanasy, NM, Jackson, CRA. Organizational culture and climate. In Anderson, N, Ones, DS, Sinangil, HK, Viswesvaran, C (eds), Handbook of Industrial Work and Organizational Psychology, vol 2: Organizational Psychology. Thousand Oaks: Sage Publications, 2001.Google Scholar
24Alvesson, M.Cultural Perspectives on Organisations. Cambridge: Cambridge University Press, 1985.Google Scholar
25Ott, JS.The Organizational Culture Perspective. Chicago: Dorsey, 1989.Google Scholar
26Brown, A.Organizational Culture. London: Pitman, 1995.Google Scholar
27Schein, EH.Organisational Culture and Leadership. San Francisco: Jossey-Bass, 1985.Google Scholar
28Scott, T, Mannion, R, Davies, HTO, Marshall, MN. Organisational Culture and Performance in the NHS: a Review of the Theory, Instruments and Evidence. York: Centre for Health Economics, 2001.Google Scholar
29Scott, T, Mannion, R, Marshall, M, Davies, H. Does organisational culture influence health care performance? A review of the evidence. J Health Services Res Policy 2003; 8: 105–17.CrossRefGoogle ScholarPubMed
30Goddard, M, Mannion, R, Smith, PC. Assessing the performance of NHS hospital trusts: The role of ‘hard’ and ‘soft’ information. Health Policy 1999; 48: 119–34.CrossRefGoogle ScholarPubMed
31Piore, M, Sabel, C.The Second Industrial Divide. New York: Basic Books, 1984.Google Scholar
32Dankbaar, B. New production concepts, management strategies and the quality of work. Work Employment Soc 1988; 2: 25–50.CrossRefGoogle Scholar
33Milkman, R. The New American Workplace: High Road or Low Road. In Thompson, P, Warhurst, C (eds). Workplaces of the Future. Hampshire: Palgrave, 1998.Google Scholar
34Zuboff, S.In the Age of the Smart Machine: the future of work and power. New York: Basic Books, 1988.Google Scholar
35Hirschorn, L.Beyond Mechanisation: work and technology in the post-industrial age. Cambridge, MA: MIT Press, 1984.Google Scholar
36Kenney, M, Florida, R.Beyond Mass Production: the Japanese system and its transfer to the US. Oxford: Oxford University Press, 1993.CrossRefGoogle Scholar
37Florida, R, Kenney, M. Transplanted organizations: the transfer of Japanese industrial organization to the US. Am Sociol Rev 1991; 56: 381–98.CrossRefGoogle Scholar
38Schonberger, RJ.Japanese Manufacturing Techniques: nine hidden lessons in simplicity. New York: Free Press, 1982.Google Scholar
39Kaplinsky, R. Restructuring the capitalist labour process. Cam J Economics 1988; 12: 451–70.Google Scholar
40Womack, JP, Jones, DT, Roos, D.The Machine that Changed the World. New York: Maxwell Macmillan International, 1990.Google Scholar
41Gerowitz, MB. Do TQM interventions change management culture? Findings and implications. Quality Management Health Care 1998; 6: 1–11.CrossRefGoogle Scholar
42Jackson, S. Does organizational culture affect outpatient DNA rates? Health Manpower Management 1997; 23: 233–36.CrossRefGoogle Scholar
43Shortell, SM. Assessing the impact of total quality management and organizational culture on multiple outcomes of care for coronary artery bypass graft surgery patients. Medical Care 2000; 38: 207–17.CrossRefGoogle ScholarPubMed
44Shortell, SM. Implementing evidenced-based medicine: The role of market pressures, compensation incentives and culture in physician organizations. Medical Care 2001; 38: 201–17.Google Scholar
45Zimmerman, JE, Shortell, SM, Rousseau, DM, Duffy, J, Gillies, RR, Knaus, WA, Devers, K, Wagner, DP, Draper, EA. Improving intensive care: Observations based ion organizational case studies in nine intensive care units. A prospective, multicentre study. Crit Care Med 1993; 21: 1443–51.CrossRefGoogle Scholar
46Zimmerman, JE, Rousseau, DM, Duffy, J, Devers, K, Gillies, RR, Wagner, DP, Draper, EA, Shortell, SM, Knaus, WA. Intensive care at two teaching hospitals: an organizational case study. Am J Critical Care 1994; 3: 129–38.CrossRefGoogle ScholarPubMed
47Cooke, RA, Lafferty, JC.Organisational Culture Inventory. Plymouth, MI: Human Synergistics, 1987.Google Scholar
48Davies, HTO, Mannion, R, Jacobs, R, Powell, AE, Marshall, MN. Exploring the relationship between senior management team culture and hospital performance. Medical Care Res Rev 2007; 64: 46–65.CrossRefGoogle ScholarPubMed
49Van Beek, APA, Gerritsen, DL. The relationship between organizational culture of nursing staff and quality of care for residents of dementia: Questionnaire surveys and systematic observations in nursing homes. Int J Nursing Studies 2010; 47: 1274–82.CrossRefGoogle ScholarPubMed
50Montgomery, A, Panagopoulou, E, Kehoe, I, Valkanos, E.Connecting Organisational Culture and Quality of Care in the Hospital: is job burnout the missing link? J Health Organization Management 2011; 25: 108–23.CrossRefGoogle ScholarPubMed
51Bakker, AB, Schaufeli, WB, Sixma, HJ, Bosveld, W, Van Dierendonck, D. Patient demands, lack of reciprocity, and burnout: A five-year longitudinal study among general practitioners. J Organizational Behav 2000; 21: 425–41.3.0.CO;2-#>CrossRefGoogle Scholar
52Linn, LS, Brook, RH, Clark, VA, Davies, AR, Fink, A, Kosecoff, J, Salisbury, P. Work satisfaction and career aspirations of internists working in teaching hospital group practices. J General Intern Med 1986; 1: 104–8.CrossRefGoogle ScholarPubMed
53Leiter, MP. Burnout as a developmental process: consideration of models. In Schaufeli, WB, Maslach, C, Marek, T (eds). Professional Burnout: Recent Developments in Theory and Research. New York: Taylor & Francis, 1993.Google Scholar
54Leiter, MP, Maslach, C. The impact of interpersonal environment on burnout and organizational commitment, J Organizational Behav 1988; 9: 297–308.CrossRefGoogle Scholar
55Firth-Cozens, J, Greenhalgh, J. Doctor's perceptions of the link between stress and lowered clinical care. Social Sci Med 1997; 44: 1017–22.CrossRefGoogle Scholar
56McNulty, T, Ferlie, E.Reengineering Health Care: The Complexities of Organizational Transformation. Oxford: Oxford University Press, 2004.CrossRefGoogle Scholar
57Minvielle, E. Assessing organizational performance in intensive care units: a French experience. J Critical Care 2008; 23: 236–44.CrossRefGoogle ScholarPubMed
58Brazil, K, Wakefield, DB, Cloutier, MM, Tennen, H, Hall, CB. Organisational culture predicts job satisfaction and perceived clinical effectiveness in paediatric primary care practices. Health Care Management Rev 2010; 35: 365–71.CrossRefGoogle ScholarPubMed
59Bosch, M, Dijkstra, R, Wensing, M, van der Weijden, T, Grol, R. Organisational culture, team climate and diabetes care in small office based practices. BMC Health Services Res 2008; 8 180.CrossRefGoogle ScholarPubMed
60Hann, M, Bower, P, Campbell, S, Marshall, M, Reeves, D. The association between culture, climate and quality of care in primary health care teams. Family Practice 2007; 24: 323–29.CrossRefGoogle ScholarPubMed
61Marshall, MN, Mannion, R, Nelson, E, Davies, HT. Managing change in the culture of general practice: qualitative case studies in primary care trusts. BMJ 2003; 327: 599–602.CrossRefGoogle ScholarPubMed
62Tzeng, HM, Ketefian, S, Redman, RW. Relationship of nurses’ assessment of organisational culture, job satisfaction and patient satisfaction with nursing care. Int J Nursing Studies 2002; 39: 79–84.CrossRefGoogle ScholarPubMed
63Cooper, JB. Developing a culture of safety. Biomed Instrumentation Technol 2003; 37: 212–14.Google ScholarPubMed
64Hartmann, CW, Hartmann, CW, Meterko, M, Rosen, AK, Zhao, S, Shokeen, P, Singer, S, Gaba, DM. Relationship of hospital organisational culture to patient safety climate in Veterans Health Administration. Med Care Res Rev 2009; 66: 320–38.CrossRefGoogle ScholarPubMed
65Zamutto, RF, Krakower, JY. Quantitative and qualitative studies of organizational culture. Res Organizational Change Dev 1991; 5: 83–114.Google Scholar
66Speroff, T, Nwosu, S, Greevy, R, Weinger, MB, Talbot, TR, Wall, RJ, Deshpande, JK, France, DJ, Ely, EW, Burgess, H, Englebright, J, Williams, MV, Dittus, RS. Organisational culture: variation across hospitals and connection to patient safety. Quality Safety Health Care 2010; 19: 592–96.Google ScholarPubMed
67Wakefield, BJ, Blegen, MA, Uden-Holman, T, Vaughn, T, Chrischilles, E, Wakefield, DS. Organizational culture, continuous qualityi and medication administration error reporting. Am J Medical Quality 2001; 16: 128–34.CrossRefGoogle Scholar
68Tucker, A, Edmondson, A. Why hospitals don't learn from failures: organizational and psychological dynamics that inhibit system change. California Management Rev 2003; 45: 55–72.CrossRefGoogle Scholar
69Kralewski, J, Wingert, TD, Barbouche, MH. Assessing the culture of medical group practices. Medical Care 1996; 34: 377–88.CrossRefGoogle ScholarPubMed
70Coffey, A, Atkinson, P.Making Sense of Qualitative Data. London: Sage Publications, 1996.Google Scholar
71Cameron, KS, Quinn, RE.Diagnosing and Changing Organisational Culture. Reading, MA: Addison-Wesley, 1995.Google Scholar
72Hall, CB, Tennen, H, Wakefield, DB, Brazil, K, Cloutier, MM. Organizational assessment in paediatric care: development and initial validation of the Primary Care Organizational Questionnaire. Health Service Management Res 2006; 19: 207–14.CrossRefGoogle ScholarPubMed
73Braskamp, LA, Maehr, ML.Spectrum: An Organizational Development Tool. Champaign, IL: MetriTech Inc, 1985.Google Scholar
74Ketefian, S, Redman, R, Nash, MG, Bogue, EL. Inpatient and ambulatory patient satisfaction with nursing care. Quality Management Health Care 1997; 5: 66–75.CrossRefGoogle ScholarPubMed