Influence Of Organizational Context Research Articles

The organization-level and physician-level factors associated with primary care physicians' confidence in pandemic response: A multilevel study in China.

Primary care physicians (PCPs) suffered from heavy workloads and health problems during COVID-19 pandemics, and building their confidence in pandemic response has great potential to improve their well-being and work performance. We identified the organizational factors associated with their confidence in pandemic response and proposed potential management levers to guide primary care response for the pandemic. We conducted a cross-sectional survey with 224 PCPs working in 38 community health centers in China. Guided by self-efficacy theory, organization-level factors (organizational structure and organizational culture) and physician-level factors (job skill variety, perceived organizational support, work-family conflict, and professional fulfillment) were selected, and two-level ordinal logit models were built to examine their association with PCPs' confidence in pandemic response. We found that hierarchical culture (OR = 3.51, P<0.05), perceived organizational support (OR = 2.36, P<0.05), job skill variety (OR = 1.86, P<0.05), and professional fulfillment (OR = 2.26, P<0.05) were positively associated with PCPs' confidence in pandemic response. However, the influence of organization structure and work-family conflict seemed limited. The study not only increases our understanding of the influence of organizational context on PCPs' pandemic response confidence, but also points out potential management levers for front-line primary care managers to enhance primary care pandemic response capacity.

Faculty development for translational simulation: a qualitative study of current practice

BackgroundTranslational simulation is focused directly on healthcare quality, safety, and systems. Effective translational simulation design and delivery may require knowledge and skills in areas like quality improvement and safety science. How translational simulation programs support their faculty to learn these skills is unknown. We aimed to explore current faculty development practices within translational simulation programs, and the rationale for the approaches taken.MethodsWe used a qualitative approach to explore faculty development in translational simulation programs. We conducted semi-structured interviews with representatives who have leadership and/or faculty development responsibilities in these programs and performed a thematic analysis of the data.ResultsSixteen interviews were conducted with translational simulation program leaders from nine countries. We identified three themes in our exploration of translational simulation faculty development practices: (1) diverse content, (2) ‘home-grown’, informal processes, and (3) the influence of organisational context. Collaboration beyond the historical boundaries of the healthcare simulation community was an enabler across themes.ConclusionLeaders in translational simulation programs suggest a diverse array of knowledge and skills are important for translational simulation faculty and report a range of informal and formal approaches to the development of these skills. Many programs are early in the development of their approach to faculty development, and all are powerfully influenced by their context; the program aims, structure, and strategy.

Power Distance and Strategic Decision Implementation: Exploring the Moderative Influence of Organizational Context

This study examined the strategic decision implementation process. It focused on the factors affecting its implementation. Aiming at exploring the moderative role of the organizational context. As well as the power distance supporting the implementation of the strategic decision. To reach the goal of the study, and address the gap. Two hypotheses have been put. The first focused on the role of power distance in implementing strategic decisions. The second focused on the moderative role of the organizational context and its impact on the relationship between them. Where these two hypotheses were examined in one of the educational institutions (Al-Kufa University). The study sample consisted of (75) individuals. The study data were processed using SmartPLS. The results revealed that there is an effect of the power distance in the implementation of the strategic decision. Supported by the moderative effect of the organizational context. Some of the recommendations of the study, pay attention to the motives that the administration urges in the process of implementing the strategic decision. Enabling middle management to deal with strategic decisions.

Putting implementation into context: Exploring the influence of physical, social, and task contexts on the implementation of health promotion programs

The aim of this paper is to empirically examine the influence of organizational context on the implementation effectiveness of human resource management (HRM) practices with the aim of maintaining the health and well-being of employees, known as health promotion programs (HPPs). HPPs are a strategic function in HRM and play a crucial role in creating and maintaining human capital. Effective implementation is typically viewed as a critical prerequisite for the success of HPPs. By exploring the influence of organizational context on the implementation of HPPs, this paper offers a fresh approach to understanding HRM implementation in a relatively neglected area of research. To uncover contextual influences a multiple-case study in four German organizations operating in the chemical industry was conducted. Data was collected using a multi-method design consisting of an analysis of documents and 28 semi-structured interviews. The study is among the first to apply the categorical model of context by Johns to the investigation of the implementation of health promotion programs. The results contribute to a more nuanced view of HRM implementation by highlighting the interrelationships between contextual factors stemming from the physical, social, and task context and implementation fidelity. By providing initial empirical evidence of the mechanisms underlying this relationship, this study sheds light on the complexity and breadth of contextual influences during the implementation of HPPs and offers several theoretical and practical implications.

Influence of Organizational Context and Culture on Critical Competencies and Methods for Their Development from the CEO Perspective

Influence of Organizational Context and Culture on Critical Competencies and Methods for Their Development from the CEO Perspective

Context and Aggregation: An Experimental Study of Bias and Discrimination in Organizational Decisions

This paper addresses a notable gap at the intersection of organizational economics and organization science: how does organizational context influence aggregation of individual behavior in organizational decisions? Using basic centralized versus decentralized organizational structures as building blocks for our experimental design, we examine whether assignment of organizational positions, incentive schemes, and structural configuration induce endogenous adaptation in the form of change in reservation levels (bias) or modified discrimination capability in subjects’ behavior. We found that evaluators adapted their reservation and discrimination levels in centralized structures, whereas they did not generally adapt their reservation and discrimination levels when placed in decentralized structures. We identify mechanisms that explain these findings; explain how they influence aggregate, organizational behavior; and discuss implications for research and practice. History: This paper has been accepted for the Organization Science Special Issue on Experiments in Organizational Theory. Funding: M. Warglien acknowledges financial support from the European Union's Horizon 2020 research and innovation programme under [Grant Agreement 732942]. Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2021.1502 .

Making the Cut: Status, Credentials, and Hiring in Medicine

Abstract Little is known about how employers interpret prestigious and non-prestigious credentials in professional recruitment, or how organizations shape and structure this process. Such research is needed to elucidate how employers and organizations contribute to stratification among professionals based on social class, especially since graduates of less selective schools tend to come from lower-SES backgrounds. Using data from a comparative ethnography of residency recruitment at two hospitals, I ask: 1) how do employers interpret prestigious and non-prestigious professional degrees in recruitment, and 2) how does organizational context influence how employers interpret these credentials? The findings add to a growing literature that focuses on qualitative differences between credentials to understand how employers make sense of elite and non-elite credentials within a single profession. The literature disagrees, however, about how employers interpret credentials. I reframe the debate to show that employers rely on combinations of interpretations in sequence, rather than finding evidence for one interpretation or another. I show how organizational context shapes these interpretations, with different employers interpreting the same credentials differently. The article also demonstrates that the order in which employers use different credential interpretations is heavily shaped by organizational status, with implications for inequality.

Mind the Differences: How Diagnoses and Hospital Characteristics Influence Coordination in Cancer Patient Pathways.

Integrated care pathway (ICP) is a prevailing concept in health care management including cancer care. Though substantial research has been conducted on ICPs knowledge is still deficient explaining how characteristics of diagnose, applied procedures, patient group and organizational context influence specific practicing of ICPs. We studied how coordination takes place in three cancer pathways in four Norwegian hospitals. We identified how core contextual variables of cancer pathways affect complexity and predictability of the performance of each pathway. Thus, we also point at differences in core preconditions for accomplishing coordination of the cancer pathways. In addition, the findings show that three different types of coordination dynamics are present in all three pathways to a divergent degree: programmed chains, consultative hubs and problem-solving webs. Pathway coordination also depends on hierarchical interaction. Lack of corresponding roles in the medical–professional and the administrative–institutional logics presents a challenge for coordination, both within and between hospitals. We recommend that further improvement of specific ICPs by paying attention to what should be standardized and what should be kept flexible, aligning semi-formal and formal structures to pathway processes and identify the professional cancer related background and management style required by the key-roles in pathway management.

The influence of organizational context on the managerial turnover–performance relationship

AbstractThis study performs a comprehensive examination of organizational context in the relationship between managerial turnover and organizational performance. Using theoretical frameworks of human and social capital, we focus on the moderating roles of entity size, employment system, industry brand, and location. To test our hypotheses, we worked with the company records of a multinational fashion retail group with more than 4,000 stores grouped into eight different brands and 100,000 employees in more than 31 countries. To estimate the causal contextual effects of the relationship between voluntary managerial turnover and organizational performance, we designed a quasi‐experiment using propensity score matching analysis. Our results show that the dysfunctional side of managerial turnover is significant for stores that are large, for stores managed under a primary employment system, for brands operating with higher levels of service orientation, and for countries with more restrictive employment protection legislation. We discuss the implications of these findings for practice and for future research.

Factores que influyen en la preferencia por el tipo de estructura de liderazgo del máximo cuerpo colegiado de universidades iberoamericanas

Este trabajo muestra cómo influyen las características personales y el contexto organizacional en individuos que son parte de la comunidad académica de universidades iberoamericanas para preferir un tipo de estructura de liderazgo de los gobiernos universitarios, el basado en la teoría de agencia o en la teoría de servidores. El estudio se realiza en universidades donde actualmente el rector preside el Máximo Cuerpo Colegiado (mcc), es decir, el rector tiene un doble rol. Para alcanzar el objetivo del trabajo se realizan análisis no paramétricos y dos procedimientos de emparejamiento (matching) con aplicación de remuestreo (bootstraping) para tener resultados más precisos.

Exploring Determinants of Work Motivation in Public Service: The Influence of Organizational Context and Public Service Motivation

L’articolo si propone di investigare come sia il contesto organizzativo sia la Public Service Motivation possano influenzare la soddisfazione al lavoro e il commitment organizzativo. Attraverso la somministrazione di un questionario inviato ai lavoratori impiegati in uno dei piu grandi ospedali italiani, l’analisi mostra che sia il contesto organizzativo, sia le variabili individuali possono prevedere e spiegare la motivazione al lavoro. In particolare, la coerenza tra valori individuali e organizzativi, l’attrazione per il processo politico e il senso di sacrificio, prevedono la soddisfazione sul lavoro; la cultura di gruppo, il senso di sacrificio e l’impegno per l’interesse pubblico influenzano e determinano il commitment individuale. I risultati offrono anche alcune implicazioni per la gestione delle risorse umane. In primo luogo, il management pubblico deve rimuovere ogni ostacolo che possa impedire ai dipendenti di servire l’interesse pubblico. In secondo luogo, la creazione di un senso di cultura condivisa potrebbe essere una leva importante per mantenere alto il livello di motivazione dei lavoratori.

Why and how do project management offices change? A structural analysis approach

The growing popularity of Project Management Offices (PMOs) as organizational structures is grounded in the assumption they support more efficient and effective project management for better strategy implementation. However, research emphasizes they fail to deliver expected value: their unstable nature precludes the delivery of long-term benefits. This is compounded by the absence of a theory of PMO change and adaptation. Recent research, taking a co-evolution lens rooted in evolutionary theory, suggests that PMOs should be studied in relation to the broader organizational context, in order to better capture the dynamic interplay and fit between them. In this study, taking a routine perspective as micro-foundation and unit of analysis, we focus on the co-evolution between PMO and Project Portfolio Management (PfM) as organizational capability for six case studies. A structural analysis of the relational routines' system between PMO, PfM and the Organizational context allow us to unveil dynamics at stake, i.e. why and how changes occur, as well as eigen behaviors and the changing states of various routines elements (influential, mediating, dependent or not-influential). This study makes five contributions. We show that: 1) PMO and PfM can be conceptualized as collections of routines, 2) PMO and PfM co-evolve over time to adapt to organizational context influence, 3) the co-evolution of a routines' system, abstracted as a non-trivial machine, exhibits an eigen behavior, 4) applying a structural analysis approach allows to simulate the dynamics of a routines' system and to unveil the role of key routine elements and 5) eigen values of routines' systems allow to characterize their eigen behavior.

Open foresight: The influence of organizational context

Open foresight (OF)—a new approach for companies to jointly look into the future—is a response to the limitations of traditional corporate foresight. In an OF process, the companies involved share their understanding and interpretation of future developments. This reduces their uncertainty about the future and helps the companies design and assess development trajectories toward the future, including scenarios, action plans, and innovation ideas. First suggested as a new approach around 2006, OF is still surrounded by many questions. One of these questions concerns the organizational settings needed to enhance the success of OF. This paper focuses on three elements. First, organizational culture has been found to be critical for successful corporate foresight, but no clear evidence on the design of a "foresight‐friendly" culture has so far been presented. Furthermore, top management involvement and commitment has been widely reported as one of the factors of success in innovation processes. What role top management plays in OF has not yet been researched. Finally, OF is a creative process conducted by a team in which all companies involved are represented. In the innovation literature, ample evidence can be found on the importance of team heterogeneity for creativity, but does the same hold for OF processes? Based on an explorative in‐depth case study of an OF process, tentative theory is formulated in the form of four propositions for further research: OF (1) is enhanced by a culture with strong adhocracy and medium weight clan values, (2) requires top management commitment, and (3) is best conducted in a team that is heterogeneous in terms of individual diversity, but (4) homogeneous in terms of management levels involved.

Supporting Implementation of Innovative Social Work Practice: What Factors Really Matter?

Achieving client outcomes is understood as a complex, dynamic interplay of elements including the client, worker/s, programme setting and practice approach. How an organisation supports or constrains implementation of innovative social work practice is worthy of research attention. The emergence of frameworks for translating evidence-based practice into health and mental health settings reflects increasing interest in implementation. However, there are few studies of the implementation of evidence-informed social work practice, including innovations developed by service providers. This is concerning, as poor implementation will impede the chances of desired client outcomes being realised. The study that was the focus of this paper looked at the influence of organisational context in the implementation of a new therapeutic social work programme for child protection clients. Using a qualitative approach, the intent of programme designers was compared to the experiences of front line workers in order to identify commonality, contradictions and gaps. The research was informed by structuration theory whereby the experience of workers was understood to influence and be influenced by the implementation process. Thirty-six factors were identified as influential on practice implementation, with five factors emerging as key drivers. A tentative conceptual map of evidence-informed implementation is proposed as a method of supporting new child and family social work.

Organizational Context Matters: A Research Toolkit for Conducting Standardized Case Studies of Integrated Care Initiatives.

Introduction:The variable success of integrated care initiatives has led experts to recommend tailoring design and implementation to the organizational context. Yet, organizational contexts are rarely described, understood, or measured with sufficient depth and breadth in empirical studies or in practice. We thus lack knowledge of when and specifically how organizational contexts matter. To facilitate the accumulation of evidence, we developed a research toolkit for conducting case studies using standardized measures of the (inter-)organizational context for integrating care.Theory and Methods:We used a multi-method approach to develop the research toolkit: (1) development and validation of the Context and Capabilities for Integrating Care (CCIC) Framework, (2) identification, assessment, and selection of survey instruments, (3) development of document review methods, (4) development of interview guide resources, and (5) pilot testing of the document review guidelines, consolidated survey, and interview guide.Results:The toolkit provides a framework and measurement tools that examine 18 organizational and inter-organizational factors that affect the implementation and success of integrated care initiatives.Discussion and Conclusion:The toolkit can be used to characterize and compare organizational contexts across cases and enable comparison of results across studies. This information can enhance our understanding of the influence of organizational contexts, support the transfer of best practices, and help explain why some integrated care initiatives succeed and some fail.

Influence of organizational context on nursing home staff burnout: A cross-sectional survey of care aides in Western Canada

PurposeOur study examined care aide characteristics, organizational context, and frequency of dementia-related resident responsive behaviours associated with burnout. Burnout is the experience of emotional exhaustion, cynicism, and professional inefficacy. Care aide burnout has implications for turnover, staff health, and quality of care. Design and methodsWe used surveys collected from 1194 care aides from 30 urban nursing homes in three Western Canadian provinces. We used a mixed-effects regression analysis to assess care aide characteristics, dementia-related responsive behaviours, unit and facility characteristics, and organizational context predictors of care aide burnout. We measured burnout using the Maslach Burnout Inventory, Short Form. ResultsWe found that care aides were at high risk for emotional exhaustion and cynicism, but report high professional efficacy. Statistically significant predictors of emotional exhaustion included English as a second language, medium facility size, organizational slack-staff, organizational slack-space, health (mental and physical) and dementia-related responsive behaviours. Statistically significant predictors of cynicism were care aide age, English as a second language, unit culture, evaluation (feedback of data), formal interactions, health (mental and physical) and dementia-related responsive behaviours. Statistically significant predictors of professional efficacy were unit culture and structural resources. Greater care aide job satisfaction was significantly associated with increased professional efficacy. ImplicationsThis study suggests that individual care aide and organization features are both predictive of care aide burnout. Unlike care aide or structural characteristics of the facility elements of the organizational context are potentially modifiable, and therefore amenable to intervention.

The role of organizational context in moderating the effect of research use on pain outcomes in hospitalized children: a cross sectional study

BackgroundDespite substantial research on pediatric pain assessment and management, health care professionals do not adequately incorporate this knowledge into clinical practice. Organizational context (work environment) is a significant factor in influencing outcomes; however, the nature of the mechanisms are relatively unknown. The objective of this study was to assess how organizational context moderates the effect of research use and pain outcomes in hospitalized children.MethodsA cross-sectional survey was undertaken with 779 nurses in 32 patient care units in 8 Canadian pediatric hospitals, following implementation of a multifaceted knowledge translation intervention, Evidence-based Practice for Improving Quality (EPIQ). The influence of organizational context was assessed in relation to pain process (assessment and management) and clinical (pain intensity) outcomes. Organizational context was measured using the Alberta Context Tool that includes: leadership, culture, evaluation, social capital, informal interactions, formal interactions, structural and electronic resources, and organizational slack (staff, space, and time). Marginal modeling estimated the effects of instrumental research use (direct use of research knowledge) and conceptual research use (indirect use of research knowledge) on pain outcomes while examining the effects of context.ResultsSix of the 10 organizational context factors (culture, social capital, informal interactions, resources, and organizational slack [space and time]) significantly moderated the effect of instrumental research use on pain assessment; four factors (culture, social capital, resources and organizational slack time) moderated the effect of conceptual research use and pain assessment. Only two factors (evaluation and formal interactions) moderated the effect of instrumental research use on pain management. All organizational factors except slack space significantly moderated the effect of instrumental research use on pain intensity; informal interactions and organizational slack space moderated the effect of conceptual research use and pain intensity.ConclusionsMany aspects of organizational context consistently moderated the effects of instrumental research use on pain assessment and pain intensity, while only a few influenced conceptual use of research on pain outcomes. Organizational context factors did not generally influence the effect of research use on pain management. Further research is required to further explore the relationships between organizational context and pain management outcomes.

AMBIDEKSTERITAS ORGANISASIONAL: ISU RISET DAN ANTESEDEN

There are two main issues in organizational ambidexterity. Firstly, structure-based organizational ambidexterity argued that the tension between exploration and exploitation can reconcile by creating the separated organizational structure for different activity. Secondly, contextual-based organizational ambidexterity stressed the influence of organizational context to create behavior for balancing exploration and exploitation activities. This article argue that he structural dimension and organizational behavior will produce micro foundation which is the interaction between both dimension will produce exploration and exploitation processes as organizational outcome.

Influence of organizational context and followerʼs deposition on the effectiveness of transformational leadership

Past research on transformational leadership in organizations has neglected the organizational context in which such leadership is embedded, and the significance of the disposition of followers. The purpose of the present study was to enrich and refine transformational leadership theory by linking it to organizational context and the self-esteem of followers. It was expected that organizational characteristics and subordinatesʼ self-esteem could moderate the effects of transformational leadership behavior on job satisfaction, organizational commitment, and organizational citizenship behavior. Results revealed that only organizational-based self-esteem (OBSE) significantly moderated the impact of transformational leadership behavior on organizational citizenship behavior (OCB). Within-and-between-analysis procedures (WABA) were used to determine the appropriate level of data analysis. Research finding suggests that managers should provide individualized performance feedback for high OBSE subordinates and spend more time coaching those subordinates with low OBSE on a one-to-one basis.

Does organizational context influence the use of best practices by healthcare aides in residential long term care?

Knowledge translation researchers in the last decade have seen a torrent of publications arguing for the central importance of organizational context in influencing implementation success. The Translating Research in Elder Care (TREC) program investigates the role of organizational context on the use of best practices, provider and resident outcomes in residential long-term care facilities (nursing homes) in three western Canadian provinces. The purpose of this presentation is to present findings from our study examining the influence of organizational context on the use of best practices by healthcare aides.