Sağlık Kurumlarında Stratejik Değişim, Yenilikçi Performans, Üst Yönetim Ekibi Davranış Bütünleşmesi ve Örgüt Kültürü Arasındaki İlişkilerin Değerlendirilmesi
Özet
It is important for healthcare organizations to update their strategies, continuously follow the trends in the sector, support their employees with continuous training and development opportunities and encourage innovation in order to adapt to change quickly and gain competitive advantage. In this context, the study aims to evaluate the relationships between strategic change, innovative performance, top management team behavioral integration and organizational culture in healthcare organizations. In the study, the data obtained from senior managers of 321 private hospitals operating in Turkey were evaluated. As a result of the evaluations, it was determined that adhocracy culture has a negative effect on knowledge exchange, hierarchy culture has a positive effect on joint behavior, and adhocracy culture has a negative effect on joint decision making. Likewise, it was concluded that joint behavior, one of the sub-dimensions of top management team behavior integration, has a positive effect on innovative performance. Another result of the study is that shared decision-making, one of the sub-dimensions of top management team behavioral integration, has a negative effect on the initiation of strategic change, shared behavior has a positive effect on the implementation of strategic change and shared decision-making has a negative effect on the implementation of strategic change. According to another result, hierarchy culture has a positive effect on innovative performance. Likewise, it was concluded that the initiation of strategic change has a negative effect on innovative performance and a positive effect on the implementation of strategic change. Finally, it is concluded that adhocracy and market culture have a positive effect on strategic change initiation, while hierarchy and market culture have a positive effect on strategic change implementation.
