DC FieldValueLanguage
dc.contributor.authorGoula, Aspasia-
dc.date.accessioned2024-04-24T13:06:10Z-
dc.date.available2024-04-24T13:06:10Z-
dc.date.issued2020-07-28-
dc.identifiergoogle_scholar-uGUTZNwAAAAJ:BqipwSGYUEgC-
dc.identifier.issn2328-4870-
dc.identifier.otheruGUTZNwAAAAJ:BqipwSGYUEgC-
dc.identifier.urihttps://uniwacris.uniwa.gr/handle/3000/2256-
dc.description.abstractThis paper aims to record and analyze the existing organizational culture of general public hospitals and investigate the model of culture that the executives of the hospitals wish to see prevailing in the next 5-year period. The survey was conducted in twenty-six (26) general public hospitals of the region of Athens. The sample consists of 656 top and senior executives of the four departments of hospitals (medical, nursing, administrative, technical). The executives were asked to provide assessments using the Organizational Culture Assessment Instrument (OCAI), based on the Competing Values Framework of Cameron & Quinn. The results of the survey show that the dominant organizational culture, in hospitals, can be described by the Bureaucratic Culture model (47.75% of respondents). The model of Clan Culture (23.76%) comes second while the Entrepreneurial-Adhocracy Culture model and the Market Culture model scored 10.02% and 14.46% respectively. The desired culture model is the Clan Culture or Participatory model (34.51%), followed by the Market Culture model (24.47%), model of Entrepreneurial-Adhocracy Culture model (22.49%), and finally the Bureaucratic Culture model (19.03%). In the existing situation, general public hospitals are characterized by internal orientation, observance of rules and processes as well as focus on control hierarchy, predictability and stability. The model of Entrepreneurial-Adhocracy Culture and the model of Market Culture, which both focus on the exterior macro-environment and growth for the hospital, record small percentages. As far as the future is concerned, hospital executives would like to see a change from the Bureaucratic Culture model of organization, to the direction of Participatory model, which will include elements of flexibility, creativity, dynamism and competitiveness that are inherent in the other two models (Market and Entrepreneurial-Adhocracy). The focus remains on the internal environment of hospitals but at the same time there is evidence of the wish to look into the external environment of hospital as well.en_US
dc.language.isoenen_US
dc.publisherScientific Research Publishingen_US
dc.relation.ispartofJournal of Human Resource and Sustainability Studiesen_US
dc.sourceJournal of Human Resource and Sustainability Studies 8 (03), 203, 2020-
dc.subjectOrganizational cultureen_US
dc.subjectModels of cultureen_US
dc.subjectOrganizational climateen_US
dc.subjectPublic hospitalsen_US
dc.subjectOrganizational changeen_US
dc.titleThe present and the desired organizational culture model of Greek public hospitalsen_US
dc.typeArticleen_US
dc.relation.deptDepartment of Business Administrationen_US
dc.relation.facultySchool of Administrative, Economics and Social Sciencesen_US
dc.relation.volume8en_US
dc.relation.issue3en_US
dc.identifier.spage203en_US
dc.identifier.epage218en_US
dc.linkhttps://www.scirp.org/html/1-2830494_101783.htmen_US
dc.collaborationUniversity of West Attica (UNIWA)en_US
dc.journalsOpen Accessen_US
dc.publicationPeer Revieweden_US
dc.countryGreeceen_US
local.metadatastatusverifieden_US
item.fulltextNo Fulltext-
item.grantfulltextnone-
item.openairetypeArticle-
item.languageiso639-1en-
item.cerifentitytypePublications-
item.openairecristypehttp://purl.org/coar/resource_type/c_18cf-
crisitem.author.deptDepartment of Business Administration-
crisitem.author.facultySchool of Administrative, Economics and Social Sciences-
crisitem.author.orcid0000-0003-4246-9627-
crisitem.author.parentorgSchool of Administrative, Economics and Social Sciences-
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