An organizational culture gap analysis in 6 New Zealand community pharmacies

Abstract

Background The barriers to moving forward and meeting the expectations of policy makers and professional pharmacy bodies appear to relate to the organizational culture of community pharmacy. Despite the importance of cultural change for business transformation, organizational culture has largely gone unnoticed in community pharmacy practice research. Objectives To perform an organizational culture gap analysis in 6 New Zealand community pharmacies. Methods Mean scores from a cultural rating survey (n = 47) were calculated for 8 cultural clusters and mapped onto a typical and a beneficial pattern match (ladder diagram) for each case site. These ladder diagrams provide an understanding of the gap between the 2 ratings based on the gradient of the lines joining cultural clusters—the rungs of the ladder. Software can be used to generate a Pearson correlation describing the strength of the relationship between the typical and beneficial ratings. Results Eight cultural clusters were mapped: “leadership and staff management”; “valuing each other and the team”; “free-thinking, fun and, open to challenge”; “trusted behavior”; “customer relations”; “focus on external integration”; “provision of systematic advice”; and the “embracing of innovation.” Analysis suggested a high level of correlation between the means of the typical and beneficial ratings. Although the variance between average ratings might be quite small, the relative difference can still be meaningful to participants in the cultural setting. The diagrams suggest a requirement for external integration, the provision of systematic advice, and the embracing of innovation to become more typical in most pharmacies. Trusted behavior is the most typical and most beneficial cultural dimension in most pharmacies, whereas valuing each other and the team is the least beneficial. Conclusions Gaps in organizational culture have been identified through the use of a rating survey. The dimensions of focus on external integration, providing systematic advice, and embracing innovation require further exploration through interviews in case site pharmacies.