Abstract
Abstract
Background: Quality Improvement (QI) initiatives are essential for enhancing healthcare delivery, yet their success and sustainability vary across organizational settings. Organizational culture plays a significant role in shaping the effectiveness of QI initiatives by influencing team behaviors, decision-making, and strategic alignment. This study examines how cultural dynamics, guided by the Competing Values Framework (CVF), impact the three phases of QI: Initiation and Planning, Execution and Action, and Oversight and Evaluation.
Methods: This qualitative embedded case study analyzed six hospital units involved in QI efforts. Data were collected through semi-structured interviews, document analysis, and thematic coding informed by the CVF. The cultural orientations: Clan, Adhocracy, Market, and Hierarchy, were mapped against QI phases to identify facilitators, barriers, and strategies for improving QI outcomes. Thematic analysis provided insights into the interplay between organizational culture and QI processes.
Results: Findings reveal that cultural orientations uniquely influence QI efforts. Clan cultures foster collaboration but benefit from external benchmarking. Adhocracy cultures drive innovation but require operational consistency. Market cultures emphasize efficiency but may overlook team dynamics, while Hierarchy cultures ensure compliance but need flexibility to adapt to change. Tailored strategies, such as integrating benchmarks or introducing flexibility, align cultural strengths with QI objectives.
Conclusion: This study highlights the critical role of cultural alignment in achieving QI success. By leveraging cultural insights, healthcare leaders can tailor strategies to address challenges and maximize strengths, ensuring long-term effectiveness and sustainability. These findings offer actionable guidance for optimizing QI initiatives across diverse healthcare contexts.
Background: Quality Improvement (QI) initiatives are essential for enhancing healthcare delivery, yet their success and sustainability vary across organizational settings. Organizational culture plays a significant role in shaping the effectiveness of QI initiatives by influencing team behaviors, decision-making, and strategic alignment. This study examines how cultural dynamics, guided by the Competing Values Framework (CVF), impact the three phases of QI: Initiation and Planning, Execution and Action, and Oversight and Evaluation.
Methods: This qualitative embedded case study analyzed six hospital units involved in QI efforts. Data were collected through semi-structured interviews, document analysis, and thematic coding informed by the CVF. The cultural orientations: Clan, Adhocracy, Market, and Hierarchy, were mapped against QI phases to identify facilitators, barriers, and strategies for improving QI outcomes. Thematic analysis provided insights into the interplay between organizational culture and QI processes.
Results: Findings reveal that cultural orientations uniquely influence QI efforts. Clan cultures foster collaboration but benefit from external benchmarking. Adhocracy cultures drive innovation but require operational consistency. Market cultures emphasize efficiency but may overlook team dynamics, while Hierarchy cultures ensure compliance but need flexibility to adapt to change. Tailored strategies, such as integrating benchmarks or introducing flexibility, align cultural strengths with QI objectives.
Conclusion: This study highlights the critical role of cultural alignment in achieving QI success. By leveraging cultural insights, healthcare leaders can tailor strategies to address challenges and maximize strengths, ensuring long-term effectiveness and sustainability. These findings offer actionable guidance for optimizing QI initiatives across diverse healthcare contexts.
| Originalsprog | Dansk |
|---|---|
| Status | Udgivet - 2025 |