Erratum: THE RELATIONSHIP BETWEEN ORGANIZATIONAL CULTURE AND TASK PERFORMANCE IN LEAN HOSPITALS: THE MEDIATING ROLE OF ORGANIZATIONAL CULTURE
Erratum Note
Abstract
This study aims to determine the mediating role of organizational culture in the
relationship between organizational change and task performance of lean hospitals. Also, the
relationships among organizational change, organizational culture, and task performance variables
were aimed to be determined in the research. Three main hypotheses were determined based on the
research model. The structural equation model was performed to test hypotheses using the survey
data received from 300 employees of two lean hospitals operating in Turkey. In terms of the
relationship between organizational change and organizational culture, there is a positive
relationship 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 to
change and adhocracy-clan culture. In terms of the relationship between organizational culture and
task performance, there is a positive relationship between adhocracy-clan culture and task
performance, while there is no significant relationship between market and hierarchy cultures and
task performance. Adhocracy-clan culture has a mediating role in the significant relationship
between institutional policy and outcomes of change and task performance, while market and
hierarchy cultures not having a mediating role.As a result of the analysis, it has been revealed that
organizational culture has a partial mediating role in the causality relationship between
organizational change and job performance in lean hospitals.
References
- Baron, R. ve Kenny, D. (1986), The Moderator-Mediator Variable Distinction in Social Psychological Research, Journal of Personality and Social Psychology, 51(6), 1173-1182.
- Beer, M. ve Nohria, N. (2000), Cracking the Code of Change, Harvard Business Review, 78(3), 133–141.
- Burke, W. ve Litwin, G.A. (1992), Causal Model Of Organizational Performance and Change, Journal of Management, 18(3), 523-545.
- Burnes, B. (2004), Managing Change: A Strategic Approach to Organisational Dynamics, New York: Harlow; Prentice Hall.
- Cameron, K.S. ve Quınn, R.E. (2006), Diagnosing and Changing Organizational Culture (Revised Edition), San Francisc: John Wiley & Sons,
- Erkmen, T. (2010), Örgüt Kültürü, İstanbul: Beta Yayıncılık.
- Fornell, C. ve Larcker, D. F. (1981), Evaluating Structural Equation models with Unobservable Variables and Measurement Error, Journal of Marketing Research, 18(1), 39-51.
- Galpin, T. (1996), The Human Side of Change: A Practical Guide to Organization Redesign, San Francisco: Jossey-Bass.
- Goodman, S.A. ve Svyantek, D.J. (1999), Person-Organization Fit and Contextual Performance: Do Shared Values Matter, Journal Of Vocational Behavior, 55(2), 254-275.
- Kaiser, H.F. (1974), An Index of Factorial Simplicity, Psychometrika, 39(1), 31-36.
- Kotter, J.P. (1995), Leading Change: Why Transformation Efforts Fail, Harvard Business Review, March-April, 59-68.
- Meydan, C.H. ve Şeşen, H. (2015), Yapısal Eşitlik Modellemesi AMOS Uygulamaları, Ankara: Detay Yayıncılık.
- Peters, T.J. ve Waterman, R.H. (1982), In Search of Excellence: Lessons from America’s Best-Run Companies, New York: Harper & Row.
- Seren, Ş. (2005), Değişime Karşı Tutum Ölçeğinin Geliştirilmesi ve Kalite Belgesi Alan Hastanelerde Değişim ile Örgüt Kültürü Arasındaki İlişkilerin İncelenmesi, Doctorate Thesis, Istanbul University Institute of Health Sciences, İstanbul.
- Womack, J.P. ve Jones, D.T. (1996), Lean Thinking, New York; Simon and Schuster.
Erratum: YALIN YÖNETİM ARAÇLARINI UYGULAYAN SAĞLIK KURUMLARINDA ÖRGÜTSEL DEĞİŞİM VE İŞ PERFORMANSI İLİŞKİSİ: ÖRGÜT KÜLTÜRÜNÜN ARACILIK ROLÜ
Erratum Note
In the article authored by Antep, Z., and Öngel, V., titled "THE RELATIONSHIP BETWEEN ORGANIZATIONAL CULTURE AND TASK PERFORMANCE IN LEAN HOSPITALS: THE MEDIATING ROLE OF ORGANIZATIONAL CULTURE," published in the January 2021 issue of Trends in Business and Economics (35(1), 353-366; DOI: 10.16 951/a tauni iibd. 83588 2), an adjustment has been made regarding the placement of the authors' names in the citation section. Although the author name order is correct in the PDF file, the author order is incorrect in the citation section. The author submitted a request for this correction after the initial publication. The editor thoroughly reviewed the change request and determined that updating the PDF file to reflect the authors’ order in the citation section would be more appropriate. The updated version of the article is accessible through the following link: https://economics-ataunipress.org/en/the-relationship-between-organizational-culture-and-taskperformance- in-lean-hospitals-the-mediating-role-of-organizational-culture-161380
Abstract
This study aims to determine the mediating role of organizational culture in the relationship between organizational change and task performance of lean hospitals. Also, the relationship between organizational change, organizational culture, and task performance variables were aimed to be determined in this research. Three main hypotheses were determined based on the research model. The structural equation model was performed to test hypotheses using the survey data received from 300 employees of two lean hospitals operating in Turkey. In terms of the relationship between organizational change and organizational culture, there is a positive relationship 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 to change and adhocracy-clan culture. In terms of the relationship between organizational culture and task performance, there is a positive relationship between adhocracy-clan culture and task performance, while there is no significant relationship between market and hierarchy cultures and task performance. Adhocracy-clan culture has a mediating role in the significant relationship between institutional policy and outcomes of change and task performance, while market and hierarchy cultures not having a mediating role. As a result of the analysis, it has been revealed that organizational culture has a partial mediating role in the causality relationship between organizational change and job performance in lean hospitals.
References
- Baron, R. ve Kenny, D. (1986), The Moderator-Mediator Variable Distinction in Social Psychological Research, Journal of Personality and Social Psychology, 51(6), 1173-1182.
- Beer, M. ve Nohria, N. (2000), Cracking the Code of Change, Harvard Business Review, 78(3), 133–141.
- Burke, W. ve Litwin, G.A. (1992), Causal Model Of Organizational Performance and Change, Journal of Management, 18(3), 523-545.
- Burnes, B. (2004), Managing Change: A Strategic Approach to Organisational Dynamics, New York: Harlow; Prentice Hall.
- Cameron, K.S. ve Quınn, R.E. (2006), Diagnosing and Changing Organizational Culture (Revised Edition), San Francisc: John Wiley & Sons,
- Erkmen, T. (2010), Örgüt Kültürü, İstanbul: Beta Yayıncılık.
- Fornell, C. ve Larcker, D. F. (1981), Evaluating Structural Equation models with Unobservable Variables and Measurement Error, Journal of Marketing Research, 18(1), 39-51.
- Galpin, T. (1996), The Human Side of Change: A Practical Guide to Organization Redesign, San Francisco: Jossey-Bass.
- Goodman, S.A. ve Svyantek, D.J. (1999), Person-Organization Fit and Contextual Performance: Do Shared Values Matter, Journal Of Vocational Behavior, 55(2), 254-275.
- Kaiser, H.F. (1974), An Index of Factorial Simplicity, Psychometrika, 39(1), 31-36.
- Kotter, J.P. (1995), Leading Change: Why Transformation Efforts Fail, Harvard Business Review, March-April, 59-68.
- Meydan, C.H. ve Şeşen, H. (2015), Yapısal Eşitlik Modellemesi AMOS Uygulamaları, Ankara: Detay Yayıncılık.
- Peters, T.J. ve Waterman, R.H. (1982), In Search of Excellence: Lessons from America’s Best-Run Companies, New York: Harper & Row.
- Seren, Ş. (2005), Değişime Karşı Tutum Ölçeğinin Geliştirilmesi ve Kalite Belgesi Alan Hastanelerde Değişim ile Örgüt Kültürü Arasındaki İlişkilerin İncelenmesi, Doctorate Thesis, Istanbul University Institute of Health Sciences, İstanbul.
- Womack, J.P. ve Jones, D.T. (1996), Lean Thinking, New York; Simon and Schuster.
Details
| Primary Language | English |
|---|---|
| Journal Section | Makaleler |
| Authors | |
| Publication Date | January 1, 2024 |
| Published in Issue | Year 2021 Volume: 35 Issue: 1 - Düzeltme sayısı |
