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dc.contributor.authorSlåtten, Terje
dc.contributor.authorLien, Gudbrand
dc.contributor.authorMutonyi, Barbara Rebecca
dc.coverage.spatialNorwayen_US
dc.date.accessioned2022-10-27T07:15:11Z
dc.date.available2022-10-27T07:15:11Z
dc.date.created2022-01-05T09:35:46Z
dc.date.issued2022
dc.identifier.citationBMC Health Services Research. 2022, 22 (26), 1-15.en_US
dc.identifier.issn1472-6963
dc.identifier.urihttps://hdl.handle.net/11250/3028538
dc.description.abstractBackground: The 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. Methods: Hospital 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. Results: The 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% (R 2 = 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. Conclusions: To 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.en_US
dc.language.isoengen_US
dc.rightsNavngivelse 4.0 Internasjonal*
dc.rights.urihttp://creativecommons.org/licenses/by/4.0/deed.no*
dc.subjectEmployeesen_US
dc.subjectOrganizational vision integrationen_US
dc.subjectOrganizational commitmenten_US
dc.subjectLeadership autonomy supporten_US
dc.subjectOrganizational cultureen_US
dc.subjectHospital organizationsen_US
dc.titlePromoting organizational vision integration among hospital employeesen_US
dc.typePeer revieweden_US
dc.typeJournal articleen_US
dc.description.versionpublishedVersionen_US
dc.subject.nsiVDP::Samfunnsvitenskap: 200::Statsvitenskap og organisasjonsteori: 240en_US
dc.source.pagenumber1-15en_US
dc.source.volume22en_US
dc.source.journalBMC Health Services Researchen_US
dc.source.issue26en_US
dc.identifier.doi10.1186/s12913-021-07430-z
dc.identifier.cristin1974889
cristin.ispublishedtrue
cristin.fulltextoriginal
cristin.qualitycode2


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Navngivelse 4.0 Internasjonal
Except where otherwise noted, this item's license is described as Navngivelse 4.0 Internasjonal