Organizational Transformation Research Articles

NAVIGATIONAL DYNAMICS IN THE DIGITAL AGE: DIGITAL LEADERSHIP AND E-LEADERSHIP IN ORGANIZATIONAL TRANSFORMATION

Today's business world is highly dynamic, volatile, uncertain, complex, and ambiguous (VUCA). It is driven by ever faster, more efficient, and more numerous technological advances. Digital technologies have a huge impact not only on how an organization works but also on its business model. This has led to fundamental changes in the nature of leadership as well, from the underlying traditional forms of leadership to modern forms of leadership. In this context, the ability to successfully navigate these new technological waves has become an essential challenge for leaders. The digital transformation of organizations in the digital era marks the need for a holistic and integrative approach to the concepts of digital leadership and e-leadership, which are becoming a priority for organizations in their desire to remain competitive and successful as long as possible. The leadership process itself is a predictor of how change is perceived, managed, and integrated within an organization, not just at the surface level but also deep into its structure. This paper explores in detail the concepts of digital leadership and e-leadership, examining their importance and how they act to ensure that organizations are effectively guided through the digital transformation process, advancing with digital technologies. The research method is bibliometric analysis to mark the synapses between the two concepts and their network with other key notions. The main conclusion of the paper is that digital leadership and e-leadership are integral and complementary; they act together, without putting a sign of equality between them, to ensure the success of organizations in addressing the new technological requirements and disruptions encountered in their business environment.

Strategic approaches for successful digital transformation in project management across industries

Digital transformation has become imperative for organizations across industries seeking to enhance operational efficiency, innovate customer experiences, and maintain competitive advantage in a rapidly evolving digital landscape. This paper explores strategic approaches that enable successful digital transformation in project management, addressing key challenges and leveraging opportunities for growth and sustainability. In the current business environment, digital transformation in project management encompasses the adoption of advanced technologies, integration of digital tools, and reengineering of processes to optimize project delivery and outcomes. Organizations are increasingly leveraging cloud computing, artificial intelligence, big data analytics, and Internet of Things (IoT) to streamline project workflows, enhance decision-making capabilities, and facilitate real-time collaboration among stakeholders. Successful digital transformation initiatives in project management are underpinned by strategic planning and leadership commitment. Alignment of digital transformation goals with organizational objectives ensures clarity of purpose and enhances stakeholder engagement throughout the transformation journey. Moreover, fostering a culture of innovation and continuous learning enables teams to adapt to technological advancements and embrace change effectively. Challenges in achieving successful digital transformation include legacy system integration, data security concerns, skill gaps among team members, and resistance to cultural change. Addressing these challenges requires proactive risk management, investment in training and development programs, and collaboration with technology partners to navigate complexities and ensure seamless implementation. Case studies illustrate diverse approaches to digital transformation in project management, highlighting best practices and lessons learned across various industries. Organizations that successfully navigate digital transformation not only achieve operational efficiencies and cost savings but also create value through enhanced customer experiences and improved competitive positioning. Looking forward, the strategic adoption of emerging technologies and agile methodologies will continue to shape the future of digital transformation in project management. Organizations must remain adaptable and responsive to market dynamics, leveraging digital tools to drive innovation, accelerate time-to-market, and sustain long-term growth in an increasingly digital-first world. In conclusion, strategic approaches to digital transformation in project management empower organizations to harness the full potential of digital technologies, driving efficiencies, fostering innovation, and achieving sustainable success across industries.

Unlocking Potential: Digital Transformation and Decision Support in Automotive Repair - A Case Study

In today's rapidly evolving business landscape, the significance of digital transformation for Small and Medium-sized Enterprises (SMEs) cannot be overstated. CV Karya Makmur, an Indonesian automotive repair shop, stands at the forefront of this change, recognizing the urgent need to incorporate advanced Information and Communication Technologies (ICTs) into its operations. This transformation is not just about adopting new technologies; it is a comprehensive shift that redefines how the business interacts with customers, optimizes operational processes and improves its overall financial health. The journey of CV Karya Makmur highlights the broader implications of digital transformation in this sector. This case study delves into the multifaceted process of integrating technologies such as augmented reality (AR) and artificial intelligence (AI) to enhance service efficiency, tackle logistical hurdles, and improve access to vital information. Yet, the transition from conventional practices to a digital framework is fraught with obstacles, primarily due to resistance to change. Effective change management, focusing on the human elements of organizational transformation and employee engagement, is pivotal. CV Karya Makmur's experience underscores the critical need for digital systems that promote data-driven decisions, standardize operations, and facilitate better communication. Despite the initial challenges, the potential benefits—increased productivity, reduced operational costs, and a competitive edge in the market—are compelling. This study suggests that considering an organization's unique context and objectives, a tailored digital transformation strategy is essential for leveraging technology to enhance business outcomes in developing countries like Indonesia.

Study on the Impact of Employee Diversity and Inclusive Management on Organizational Prformance

Diversified and inclusive management is an important topic in the practice of employee management, which plays an important role in promoting the resource sharing and collaboration within the organization, and promoting the innovation and transformation of enterprise development. In management practice, the company pays attention to enterprise values and international advanced management experience combined with China's national conditions and excellent culture, pay attention to cultivate local market economy senior management personnel, create a harmonious and dynamic enterprise culture, enhance "' customer orientation, continuous innovation, talent development and pay attention to performance" is the company's four core competitiveness. Based on the theory of social exchange and psychological capital theory, this paper discusses the influence of employee diversification and inclusive management on organizational performance, and the research conclusion has certain reference value for improving the management level of enterprises, promoting organizational innovation and transformation development.

A comprehensive analysis of gender dynamics in organizations: Integrating social, structural and individual dimensions

AbstractThis study delves into gender dynamics in 12 Technical Vocational and Education Training (TVET) organizations in Ethiopia, using qualitative methods. We conducted 96 face‐to‐face interviews and triangulated the data through observations, employee records and document reviews. Thematic analysis revealed that gender inequality in organizations persists due to the interplay of social, structural and individual factors. Emphasizing individual or societal aspects hinders transformative efforts. A holistic approach considering these dimensions is crucial for understanding and addressing gender inequality. Identifying and dismantling structural barriers is essential for gender transformation. Focusing solely on individual‐level issues, like female‐only mentoring, is insufficient for achieving gender equality. A combination of strategies is needed to tackle structural problems and societal assumptions, fostering organizational transformation.

The Impact of Disclosing Digitalization Information on Corporate Financial Performance

The purpose of the present study is to assess the relationship between digitalization disclosure indicators and market capitalization in the Russian market, including during the COVID-19 pandemic. The research methodology includes text analysis to evaluate various components of digital transformation (business model transformation, process transformation, domain transformation, organization transformation) and digitalization. The model was assessed using panel regression and machine learning methods. The empirical basis of the study included financial indicators of 70 Russian companies and annual reports for 2017–2021. The main results are: 1) wider disclosure of information about digitalization in the annual reports of Russian companies increased company market capitalization; 2) the transformation of processes and organizationswas highly significant for Russian companies; 3) the COVID-19 pandemic accelerated digitalization and led to a partial catch-up in the level of digitalization among less advanced companies. The results of this study can be used by investors and company management to develop more competent and comprehensive digital policies.

From gavels to algorithms: The Vidhii Partners GenAI evolution

Learning outcomes This case study exposes students to the process of decision-making given the market uncertainty, evolving shareholder expectations and other variables that executives and managers must consider ensuring business continuity and growth and helps students develop an appreciation of the impact emerging technologies are having on organizational digital transformation. This case study evaluates the strategic considerations for whitespace digital solutions into existing organizational operations, balancing innovation with core operating principles; exposes the students to the drivers of fostering a culture of innovation and employee buy-in during strategic digital transformation initiatives; and evaluates and appreciates the role of key stakeholders, such as customers, employees and executive management, in shaping a successful digital transformation strategy and promoting sustained business growth. Case overview/synopsis Vidhii Partners, a leading Indian law firm, grapples with the burgeoning demand for legal services in a rapidly evolving market. Traditional methods may struggle to keep pace, prompting Vikram Wadehra, a partner, to champion the adoption of Generative artificial intelligence (GenAI) technology. Vidhii Partners embarks on the development of two GenAI tools: VidAI, an AI-powered chatbot designed to democratize access to legal information, and VidAI Pro, a business-to-business offering aimed at streamlining legal research and drafting. Wadehra envisions these tools not only enhancing efficiency but also fostering a culture of legal awareness and generating new business opportunities. However, crucial decisions remain. Can Vidhii Partners bridge the potential gap between innovation and the firm’s established practices? How can they effectively integrate GenAI into their operations while ensuring user trust and employee buy-in? This case study presents a rich opportunity to explore the challenges and opportunities associated with digital transformation in the legal sector. Students will grapple with themes such as navigating market uncertainty, fostering a culture of innovation within a traditional organization and developing effective strategies for stakeholder management during change initiatives. Through the lens of Vidhii Partners’ GenAI journey, students gain valuable insights into the complexities of embracing disruptive technologies within a dynamic business landscape. Complexity academic level This case study is designed for masters level (MBA). Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.

PENGARUH KOMITMEN ORGANISASI, TRANSFORMASI KEPEMIMPINAN DAN KOMPETENSI PEGAWAI TERHADAP KINERJA PEGAWAI MELALUI KEPUASAN KERJA PADA BADAN PENGEMBANGAN SUMBER DAYA MANUSIA PROVINSI JAWA TIMUR

The purpose of this research is to analyze the influence of organizational commitment, leadership transformation and employee competency on employee performance through job satisfaction at the East Java Province Human Resources Development Agency Office. This type of research is explanatory research and a quantitative research approach with a population and sample of 100 respondents. The data analysis method uses SEM Partial Least Square (PLS). The research results show that organizational commitment has no significant effect on job satisfaction. Leadership transformation has no significant effect on job satisfaction. Employee competency has a significant effect on job satisfaction. Organizational commitment has a significant effect on employee performance. Leadership transformation does not have a significant effect on employee performance. Employee competency has a direct effect on employee performance. Job satisfaction has a direct effect on employee performance. Organizational commitment does not have a significant effect on employee performance through job satisfaction. Leadership transformation does not have a significant effect on employee performance through job satisfaction. Employee competency has an indirect and significant effect on employee performance through job satisfaction.

Implementation of Organizational Agility Strategies to Meet The Challenges of Digital Transformation in Government Organizations

Implementation of Organizational Agility Strategies to Meet The Challenges of Digital Transformation in Government Organizations

The use of digital technologies for crisis management

Aim. To identify the role of digital technologies in the context of crisis management and the opportunities that digital tools provide for the development and growth of companies, even in the face of economic turmoil. To pay special attention to the study of effective practices of optimization and modernization of business processes using the latest digital tools, which con[1]tribute not only to increasing productivity and efficiency of business, but also its adaptation to rapidly changing market conditions.Objectives. To analyze the role of digital technologies in the context of crisis management, highlighting the opportunities that digital tools offer for the development and growth of companies, even in conditions of economic turmoil; to study the advantages of applying new business models using modern digital technologies; to consider the principle of operation of platform business models using examples and show the advantages of their use; to evaluate the financial performance of companies.Methods. The author applied the methods of complex and comparative analysis, as well as the study of foreign and domestic experience of digital transformation in crisis conditions. Considerable attention was paid to the work with periodicals, scientific articles and analytical reports in the field of crisis management and digitalization. In addition, methods of observation, generalization and comparison were used.Results. The study suggests that digital technologies contribute to improving the transparency and efficiency of business processes in crisis conditions. The main factors of successful digital transformation of organizations were identified and recommendations for their use were developed.Conclusions. According to the author’s position, the necessity of active use of innovative technologies in crisis management, as well as the importance of a strategic approach to digital transformation in a rapidly changing environment are obvious. The key element of successful crisis management is the active integration of digital technologies into business processes and the use of a strategic approach to digital transformation. Cultural and organizational aspects that ensure sufficient funding and management support are recognized as important factors. The use of online platforms allows organizations to effectively form a digital ecosystem, increasing competitiveness, which ultimately contributes to the successful achievement of business goals in a rapidly changing digital environment. The application of the proposed recommendations on the use of innovative technologies will help organizations not only to cope with the current crises, but will also contribute to their sustainable development and stabilization.

Sustaining successful organisational change through leadership competence within Bahrain oil and gas: the power of Sustainable Network Leadership approach

PurposeDespite some academic recognition that leadership is particularly significant in reshaping the oil and gas industry’s contributions to global economic development and the sustainability of global energy supplies at affordable prices (Sharma et al., 2022), the attendant problem of how the industry’s leadership contributes towards the preservation of global environment and the maintenance of ecosystems’ balance, among other sustainability challenges, remains an academic lag. This calls for the urgent need for oil and gas companies to practice effective sustainable leadership approach at multiple organisational levels to address global environmental, economic and social challenges.Design/methodology/approachThis paper adopts an interpretivist/constructivist philosophical stance, where findings have been extracted from in-depth thick descriptive qualitative research in Bahrain oil and gas industry. Companies operating within Bahrain oil and gas industry were identified as the unit of analysis. Empirical data are gathered through semi-structured interviews from senior management and analysed using thematic analysis. This paper is structured as follows: introduction, contextualisation of the UNSDGs in the oil and gas industry, literature on network leadership, research methods used to gather and analyse data from Bahrain oil and gas industry findings, contributions, limitations and trajectories for further studies.FindingsThe study’s participants argued that the emergence of transformational and Sustainable Network Leadership is essential to successfully and sustainably implementing the UN SDGs. In other words, the Sustainable Network Leadership is a contribution to the single, leadership competences approach of previous scholarship (Weber et al., 2022; Kumalo and Scheepers, 2021) partly because it evolves around the notion of positioning different network and change actors based on their capacity to lead, exchange their knowledge, effectively communicate the need to comply with SDGs and the skills to establish high density within a complex network of actors.Research limitations/implicationsThis study recognises its limitations in the sense that it is based on the single context of Bahrain oil and gas, and data were collected from senior management and executives only. Gathering data from a broader swathe of employees may have provided greater levels of leadership and organisational member nuances in both single and collective differences of leadership attributes.Practical implicationsTransformational and Sustainable Network Leadership provides a new construct in the perception (the “what”), instrumentalisation (the “how”) and theoretical re-conceptualisation of leadership within organisational change settings needing radical rethink for sustainable and successful change. The practical implications of transformational and Sustainable Network Leadership expose the way a variety of highly challenged organisational change contexts are interconnected to highlight not only their different sets of challenges but also their opportunities and the resolution mechanisms they present for organisational leaders and staff alike.Originality/valueThis paper identified the single, leadership competence approach as the dominant discourse in organisational change, leadership studies and presented an alternative collective set of leaders’ attributes. The less utilised network leadership concept was drawn upon to contribute network leadership attributes as a way of addressing the challenges faced by Bahraini oil and gas company leaders. Therefore, this study contributes to both network leadership, transformational leadership by expanding both domains to include organisational transformation and the leadership-of-risky change. This was done by identifying attributes and characteristics of Sustainable Network Leadership, then showing their significance as an approach to successfully and sustainably implementing the UNSDGs.

Does digital strategy, organizational agility, digital lead-ership promote DT? A study of digital strategy, organiza-tional agility, digital leadership affects corporate DT in Chinese technological firms

Digital transformation (DT), digital strategy and digital leadership, digital agility seem to be concomitant phenomena in recent years, drawing a NIT theory, TAM theory and digital transformation theory, this study developed and tested a model and hypothesis on how digital transformational leadership, digital strategy and organizational agility influence digital transformation. Alternatively, this paper found that digital transformational leadership, digital strategy and organizational agility positively influence digital transformation and their relationships. This study uses survey data from the Chinese companies -Qihoo and Didi Global as a sample. The sample size is more than 220 respondents. The quantitative text analysis method is used to measure the attention to digitalization of Qihoo and Didi companies. This paper discusses: (1) explore the relationship between digital transformational leadership, organizational agility and digital strategy, and how they affect digital transformation in China (Qihoo360 and Didi Global firm). (2) identify the firm's measurement items of digital transformation organizational in the relationship between digital transformational leadership, digital agility, and digital strategy. The findings of this study provide an advanced understanding of the impact of transformational leadership, digital strategy and organizational agility on digital transformation and the role of digital strategy in Chinese technological companies.

Krause, Tobias A., Schachtner, Christian & Thapa, Basanta E. P. (Hrsg.) (2023). Handbuch Digitalisierung der Verwaltung. transcript Verlag. 420 Seiten. ISBN: 978-3-8252-5929-7 / ISBN: 978-3-8385-5929-2 (eBook). https://doi.org/10.36198/9783838559292.

The handbook Digitalisierung der Verwaltung provides meaningful knowledge on important management issues relating to the digital transformation in public administration and public service provision in Germany. 19 refreshing contributions shed light on personnel management, organisation, processes, and data infrastructure. With their valuable book, the editors not only address design features of digitalisation concepts, but also pose critical questions about implementation processes. The reader can learn from a multitude of illuminating practical examples, workable solutions and pioneering insights without ignoring the specific contextual factors of the political-administrative system in Germany. The book is aimed at public sector employees and executives, students and scholars, tech companies and service providers who deal with the digital transformation in public sector organisations.

Achieving digital transformation in public sector organizations: The impact and solutions of SAP implementations

Achieving digital transformation in public sector organizations: The impact and solutions of SAP implementations

Digital Leadership in the Era of Industry 4.0: A Comprehensive Literature Review

The advent of Industry 4.0 has revolutionized the landscape of leadership, emphasizing the critical role of digital leadership in navigating technological advancements and organizational transformations. This comprehensive literature review explores the evolving concept of digital leadership within the context of Industry 4.0, aiming to synthesize current research findings, identify emerging trends, and highlight best practices. Through a systematic analysis of peer-reviewed articles, books, and conference papers from the last decade, this study examines the key attributes, strategies, and impacts of digital leadership on organizational performance and innovation. The review reveals that effective digital leaders exhibit a combination of technological proficiency, visionary thinking, and adaptive management skills. Furthermore, it underscores the importance of fostering a digital culture, promoting continuous learning, and leveraging data-driven decision-making to drive organizational success. By providing a holistic understanding of digital leadership, this study offers valuable insights for academics and practitioners seeking to enhance leadership effectiveness in the digital age. The findings underscore the necessity for organizations to invest in leadership development programs that align with the demands of Industry 4.0, ensuring leaders are equipped to lead in a rapidly changing technological environment.

Leadership in Fintech Builds Trust and Reduces Vulnerability More When Combined with Leadership in Sustainability

Financial technology (Fintech) and sustainability are two of the main drivers in the transformation of many organizations. New innovative technologies create new services for consumers. The focus on sustainability is a necessary reaction to the many challenges faced by organizations and, more broadly, society. The motivation to support these is, therefore, clear, but not all organizations move forward on both with the same enthusiasm. Leaders in Fintech do not always prioritize operating in a sustainable way. It is, therefore, important to explore and identify the synergies between Fintech and sustainability. One important aspect of this transformation is the consumers’ perspective, particularly the trust they have, their personal information privacy concerns, and the vulnerability they feel. It is important to clarify whether leadership in Fintech, with sustainability leadership, is more beneficial than leadership in Fintech on its own. This research evaluates consumers’ trust, privacy concerns, and vulnerability in the two scenarios separately and then compares them. Survey data is analyzed using Partial-Least Squares Structural Equation Modeling (PLS-SEM) and Multi-group Analysis (MGA). The findings show that leadership in both Fintech and sustainability builds trust more, which in turn reduces vulnerability more. Privacy concerns are lower when sustainability leadership and Fintech leadership come together; however, their combined impact was not found to be sufficiently statistically significant in this study.

TRANSFORMATION OF REGIONAL FIRE SERVICES ORGANIZATION IN SERANG CITY BANTEN PROVINCE

Based on Law Number 23 of 2014 regarding on Regional Government, it is stated that fire is one of mandatory affairs relating to basic services in the field of public order and community protection. One of the consequences of mandatory matters related to basic services is the Minimum Service Standards (called SPM) set by the government to provide guarantees that all citizens in Indonesia will receive a minimum basic services, including in the fire sector. The institutional form of regional fire service organization is an important aspect in supporting the effective implementation of regional government duties in carrying out mandatory affairs related to basic services. Therefore, organizational transformation is a necessity that cannot be avoided, considering the various factors that influence the organization are changing so rapidly. The purpose of this research is to find out how organizational transformation occurs, to find the determining factors and to formulate a model for organizational transformation of regional fire service organization. The research method used is a descriptive method with a qualitative approach with data collection through interviews, observations and documentations. This research analyzes and evaluates the organizational structure of regional fire service organization in Serang City, Banten Province. The research results show that the transformation has been analyzed using the 4R approach (Reframing, Restructure, Revitalization and Renewal). In principle, the process of organizational transformation of regional fire service organization in Serang City, Banten Province has been carried out. This can be seen from the changes in organizational form and structure that adapt to district needs. However, this transformation shows suboptimal because it is not based on the implementation of the organization's mission, application of rules and political will. Thus, an ideal organization has not yet been achieved. A regional apparatus organization that handles the mandatory affairs related to basic services, the nomenclature, structure, duties and functions of fire and rescue services should be in an independent agency at least with the type C model.

A validated questionnaire for measuring digitalization as sociocultural change in educational contexts

PurposeIn the so-called digital age, there is a basic assumption that digitalization entails rapid and dramatic change in schools, education and society. However, a challenge for educational research is to clarify what digitalization precisely means. This paper aims to develop, test, and validate a digital transformation scale (DTS). More specifically, the aim is to validate digitization, digitalization and digital transformation as hierarchical levels of sociocultural learning in school and education by using cultural-historical activity theory (CHAT) as a framework.Design/methodology/approachAn exploratory factor analysis (EFA), with principal-axis factoring as an extraction method, was used to examine the number of factors underlying the data.FindingsResults show that the three dimensions in the DTS questionnaire explain 68% of the variance and that all dimensions show high internal consistency (a >0.87). This means that the internal structure of the DTS corresponded to the internal structure of the theory.Research limitations/implicationsThe results show that the internal structure of the DTS corresponded to the internal structure of the theory and may be used quantitatively to analyze digital transformation in school organizations. However, further research is needed in other contexts and larger samples with the use of confirmatory factor analysis to develop knowledge in this area and the use of DTS.Practical implicationsThis tool and theoretical construction could be used to discuss digital transformation in school and education, both local and in general. Seeing digitalization from a sociocultural perspective makes possible to conceptualize and discuss this as a process ranging from small technology investments on an individual level to digitalization as strategic and organizational development.Originality/valueThis DTS can be used quantitatively to study and analyze digital transformation in educational contexts and provides educational researchers with additional tools to articulate what they mean by digitalization.

Foreign practice of global trends in higher education services

The article considers the best practices of trend development in higher education services. Education reform is among the country's priorities and has been in a permanent state for almost a third of a century, yet despite massive reform efforts, the quality of educational services and corps faculty at all levels of the education market has improved little, if at all, over the past decades. The quarantine related to Covid-19 in Kazakhstan became the lens that clearly revealed these shortcomings of education and showed the fallacy of the trajectory of previously implemented reforms, which often took so much time, budget funds combined with their inefficient use. The pandemic revealed the weakest points in the educational system, the unwillingness of most teachers to work in an online format and confirmed that we are definitely not ready for the transition of digitalization in the era of globalization 2.0 and has already become a catalyst for unprecedented large-scale changes in this area. Highlighting the prospects for further development of the educational market in the context of social distancing and the post-pandemic period is very relevant. In the conditions of modernity, requirements of international education market of Kazakhstan higher education has acquired many actual directions and prospects of development, but still today many methods, forms, mechanisms, tools, organizational and structural transformations require their improvement and adjustment taking into account the state priorities in the field of education with national peculiarities and scientific researches of scientists, demand of consumers, main employers of RHEs and proposals from universities, which often do not coincide with the equilibrium supply and demand, so this study is relevant today and requires further research and problem solving on the implementation of educational trends in Kazakhstan.

A Mixed Methods Study Exploring Patient Safety Culture at Four VHA Hospitals

BackgroundThe Veterans Administration (VHA) launched an enterprise-wide High Reliability Organization (HRO) transformation effort in February 2019. Yet, many gaps exist in understanding the mechanisms through which HROs achieve positive outcomes. The goal of this paper is to assess content validity of Patient Safety Culture (PSC) scale through a secondary analysis of qualitative data collected from four purposively sampled VHA hospitals concurrently with the employee survey administered in 2019-2020. Methods: We used a concurrent triangulation mixed methods design secondary analysis of the qualitative data collected between 2019-2020 from a larger study that focused on understanding HRO implementation efforts at 4 of the 18 VHA HRO lead hospitals. We combined qualitative data from our summary qualitative reports with quantitative ratings in a cross-hospital matrix to explore the extent and manifestation of each of the PSC factors. Results: Scores were significantly different between the 4 hospitals for all four PSC factors. Twelve of the twenty PSC items (60%) significantly differed across the 4 hospitals. Despite the high rate of statistically significant differences in PSC scores, many differences were small. Qualitative data revealed supporting evidence for 16 of 20 PSC individual items, suggesting good coverage and content validity for the quantitatively derived PSC factors. Conclusions: PSC is a central pillar of HRO maturity. This study shows a newly developed VHA PSC factor had good content validity based on a mixed methods analysis. Future research is needed to better understand the relationship of PSC factors to HRO process and clinical outcomes.