Abstract
Private ophthalmology organizations are knowledge-based institutions that need to adapt to changes from both external and internal environments. To ease the organization's survival, a learning process is required at different levels: individual, team, group, and to the organization itself, triggering a learning organization (LO) transformation. The aim of this research was to assess the relevance and efficiency of the Dimensions of the Learning Organization Questionnaire (DLOQ) in a private ophthalmology organization from Bucharest, Romania. The DLOQ was translated from English into Romanian and administered to 113 nurses and physicians working in the private ophthalmology organization. The DLOQ includes the following dimensions: Continuous learning, Dialogue and inquiry, Team learning and collaboration, Embedded systems, Empowerment, Systems connections and Strategic Leadership. Data was analyzed using central tendency indicators, such as the mean and standard deviation for quantitative variables, as well as the frequency, for qualitative variables. To be able to determine the comparison between the DLOQ dimensions' scores and the professions of the respondents, several Mann-Whitney U tests were performed. The DLOQ's internal consistency and its measurement validity were assessed using the Cronbach's alpha coefficient values and the Confirmatory Factor Analysis, respectively. The findings of the DLOQ implementation revealed that it is generally suitable to be used in the ophthalmology context. However, among the DLOQ dimensions, the Strategic Leadership dimension had to be removed, due to cultural and socio-demographic factors. No significant variations across professions and dimensions were registered. Although the DLOQ was developed for company settings, this study demonstrated that it could be successfully applied in health care as well. The DLOQ dimensions may provide valuable insights and understanding regarding the objective where further efforts should be directed. Also, through appropriate care management strategies, this instrument may contribute to the strengthening of the health care system, and particularly to the implementation of LO orientation in other medical specialties.
Highlights
In a knowledge-based economy, the power of knowledge becomes a fundamental resource for organizations, as it preserves heritage and triggers challenging opportunities [1]
Setting, sampling and participants The setting of the study consisted of a private ophthalmology organization from Bucharest, Romania, which offered a wide range of ophthalmological services
Our findings reveal that the applicability of Dimensions of the Learning Organization Questionnaire (DLOQ) in the ophthalmology environment is satisfactory, partially supported, given the fact that one dimension - Strategic Leadership - was removed
Summary
In a knowledge-based economy, the power of knowledge becomes a fundamental resource for organizations, as it preserves heritage and triggers challenging opportunities [1]. With costs per capita, which are almost seven times less than the European mean (353$ vs 2.619$), and with one of the lowest densities of health care professionals in Europe (less than two physicians for 1.000 population, and less than four nurses for 1.000 population), Romania struggles to deliver efficient health care services and, at the same time, to decrease the mortality rates [4,5] This lack of effectiveness in the functioning of public health services, largely due to their never-ending changes and inconsistent management, has steadily lead to the upsurge of founding private health care organizations [6]. The private health care institutions have been organized so far both as hospitals with a wide range of specialties and in the shape of hospitals with a single specialty
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