title: The relationship between organizational culture and performance in acute hospitals.
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.
authors.affiliation: Centre for Health Economics, University of York, Heslington, York YO105DD, UK. rowena.jacobs@york.ac.uk
authors.forename: Rowena
authors.initials: R
authors.lastname: Jacobs
authors.forename: Russell
authors.initials: R
authors.lastname: Mannion
authors.forename: Huw T O
authors.initials: HT
authors.lastname: Davies
authors.forename: Stephen
authors.initials: S
authors.lastname: Harrison
authors.forename: Fred
authors.initials: F
authors.lastname: Konteh
authors.forename: Kieran
authors.initials: K
authors.lastname: Walshe
mesh_terms: D006302:Health Services Research; D006779:Hospitals, Public / Q000458:organization & administration* / Q000592:standards; D006801:Humans; D007324:Institutional Management Teams / Q000458:organization & administration*; D015279:Organizational Culture; D011787:Quality of Health Care; D013222:State Medicine