THE RELATIONSHIP BETWEEN ORGANIZATIONAL CULTURE AND TASK PERFORMANCE IN LEAN HOSPITALS: THE MEDIATING ROLE OF ORGANIZATIONAL CULTURE

Abstract

This study aims to determine the mediating role of organizational culture in therelationship between organizational change and task performance of lean hospitals. Also, therelationships among organizational change, organizational culture, and task performance variableswere aimed to be determined in the research. Three main hypotheses were determined based on theresearch model. The structural equation model was performed to test hypotheses using the surveydata received from 300 employees of two lean hospitals operating in Turkey. In terms of therelationship between organizational change and organizational culture, there is a positiverelationship between adhocracy-clan culture and institutional policy in change, outcomes of change,and management style in change, while there is no significant relationship between resistance tochange and adhocracy-clan culture. In terms of the relationship between organizational culture andtask performance, there is a positive relationship between adhocracy-clan culture and taskperformance, while there is no significant relationship between market and hierarchy cultures andtask performance. Adhocracy-clan culture has a mediating role in the significant relationshipbetween institutional policy and outcomes of change and task performance, while market andhierarchy cultures not having a mediating role.As a result of the analysis, it has been revealed thatorganizational culture has a partial mediating role in the causality relationship betweenorganizational change and job performance in lean hospitals.