Abstract
BackgroundThe concept of organizational vision has been little explored in the health-care services research literature. To address this knowledge gap in the literature, the present study examines the factors that may promote organizational vision integration (OVI), which refers to the employees’ use of organizational vision as a guiding framework in their work. The roles of organizational commitment (OC), leadership autonomy support (LAS), and organizational culture in relation to hospital employees’ OVI are examined.MethodsHospital employees were surveyed. Partial least-squares structural equation modeling was performed using SmartPLS 3 software to test the proposed hypotheses statistically. A bootstrapping test was used to identify the mediating effects.ResultsThe main findings show that: (i) OC is the most powerful factor in promoting employees’ OVI (β = 0.26), while organizational culture (represented by the concept of internal market-oriented culture) and LAS showed significantly less and almost equal impact (β = 0.16 and β = 0.15, respectively). In total, OC, organizational culture and LAS explain 25% of the variance in the concept of OVI. (ii) LAS and organizational culture both significantly contribute to employees’ OC (β = 0.35 and β = 0.29, respectively) and in total explain nearly 40% (R2 = 0.38) of the variance in the concept of OC. (iii) The relationships between organizational culture, LAS, and OVI are mediated through OC, and (iv) LAS mediates the relationship between organizational culture and OVI, and that between organizational culture and OC.ConclusionsTo promote hospital employees’ OVI effectively, hospital managers should focus particularly on their employees’ OC. Specifically, they should strengthen their employees’ OC through building a strong employee-focused organizational culture and ensuring that leaders practice LAS. This contributes to promoting hospital employees’ OVI.
Highlights
The concept of organizational vision has been little explored in the health-care services research literature
It is reasonable to argue that the second question is more fundamental and critical in its content compared with the first because internalization to a large extent constitutes a necessary precondition or an initial step towards the actual manifestation of tangible effects stemming from organizational vision, which is the focus of the first question
This study focuses on the most observable component of an organizational culture, i.e., norms and behavior [18], which are reflected in the Internal market‐oriented culture (IMOC)
Summary
The concept of organizational vision has been little explored in the health-care services research literature. The correct answer is attending a strategy workshop to develop a new vision for your hospital organization This opening vignette illustrates and highlights two fundamental questions that arise regarding the potential power of developing a new vision for hospital organizations. These questions are most probably relevant for other organizations. Without any internalization by hospital employees, a vision of hospital organization will have only a limited or no effect on hospital employees’ work performance. In such a situation, the organizational vision for the hospital can be considered relatively useless [1]. Slåtten and Mehmetoglu stress the critical importance of implementing organizational vision among the organization members: “Implementation is fundamental for a firm’s success” [1]
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