AI Summary & Key Takeaways
AI InsightConclusion: The outcomes of our study can be interpreted as follows: a) Newly established hospitals participating in our study were more innovative, b) Increased communicative relationship between employees, and their superiors, and also between workers at the same level, consequently among all hospital professionals reinforce innovativeness, c) as the number of departments increase, rapport, and communication weaken which decrease innovativeness, d) in hospitals with higher number of vertical levels, innovativeness is promoted in that the presence of more participative management, and effective communication channels facilitate implementation of innovative applications.
📌 3 Key Takeaways
Abstract
Objective: With this study we aimed to investigate whether some variables (number of levels, departments, and horizontal communication etc.) in organizational structure of the hospitals operating within the frame of public health sector of the Metropolitan City of Istanbul have an impact on innovation, to determine the way these variables effect innovation, and evaluate innovative performance of our hospital within the frame of organizational innovative culture. Material and Method: For this investigation literature screening was made, and a questionnaire consisting of three parts was prepared. First part of the questionnaire contained institutional information, the second part comprised organizational information, and the third part consisted of questions aimed to determine the innovational value of the applications. The questionnaire forms were sent to 190 healthcare professionals. A total of 137 forms were completed by the participants, and returned to us. However only 112 questionnaire forms were taken into consideration for evaluation. The data obtained were analyzed using SPSS. Results: Hypothesis 1: Any correlation does not exist between the age of the hospital, and innovativeness (r=-0.276 p=0.004). Hypothesis 2: Any correlation does not exist between innovativeness, and formality in horizontal communication between hospital professionals of the same level (r=0.111 p=0.249 Kendall’s Tau_b=0.062). Hypothesis 3: A significant correlation does not exist between the communication between hospital employers, and their superiors, and innovativeness (r= 0,220 p=0.022). Hypothesis 4: A correlation does not exist between the horizontal communication prevalent among hospital employees at the same level, and innovativenes (r=0.159 p=0.099 Kendall’s Tau_b=0.145). Hypothesis 5: A difference does not exist between the general level of communication in the hospital, and innovativeness (r=0.305 p=0001). Hypothesis 6: A correlation does not exist between the number of departments in the hospital, and innovativeness (r=-0.141 p= 0.152 Kendall’s Tau_b=-0.119) Hypothesis 7: A correlation does not exist between the number of vertical levels in the hierarchy of hospital organization, and innovativeness (r=0117 p=0.234 Kendall’s Tau_b= 0.90). Conclusion: The outcomes of our study can be interpreted as follows: a) Newly established hospitals participating in our study were more innovative, b) Increased communicative relationship between employees, and their superiors, and also between workers at the same level, consequently among all hospital professionals reinforce innovativeness, c) as the number of departments increase, rapport, and communication weaken which decrease innovativeness, d) in hospitals with higher number of vertical levels, innovativeness is promoted in that the presence of more participative management, and effective communication channels facilitate implementation of innovative applications.
Özet
Objective: With this study we aimed to investigate whether some variables (number of levels, departments, and horizontal communication etc.) in organizational structure of the hospitals operating within the frame of public health sector of the Metropolitan City of Istanbul have an impact on innovation, to determine the way these variables effect innovation, and evaluate innovative performance of our hospital within the frame of organizational innovative culture. Material and Method: For this investigation literature screening was made, and a questionnaire consisting of three parts was prepared. First part of the questionnaire contained institutional information, the second part comprised organizational information, and the third part consisted of questions aimed to determine the innovational value of the applications. The questionnaire forms were sent to 190 healthcare professionals. A total of 137 forms were completed by the participants, and returned to us. However only 112 questionnaire forms were taken into consideration for evaluation. The data obtained were analyzed using SPSS. Results: Hypothesis 1: Any correlation does not exist between the age of the hospital, and innovativeness (r=-0.276 p=0.004). Hypothesis 2: Any correlation does not exist between innovativeness, and formality in horizontal communication between hospital professionals of the same level (r=0.111 p=0.249 Kendall’s Tau_b=0.062). Hypothesis 3: A significant correlation does not exist between the communication between hospital employers, and their superiors, and innovativeness (r= 0,220 p=0.022). Hypothesis 4: A correlation does not exist between the horizontal communication prevalent among hospital employees at the same level, and innovativenes (r=0.159 p=0.099 Kendall’s Tau_b=0.145). Hypothesis 5: A difference does not exist between the general level of communication in the hospital, and innovativeness (r=0.305 p=0001). Hypothesis 6: A correlation does not exist between the number of departments in the hospital, and innovativeness (r=-0.141 p= 0.152 Kendall’s Tau_b=-0.119) Hypothesis 7: A correlation does not exist between the number of vertical levels in the hierarchy of hospital organization, and innovativeness (r=0117 p=0.234 Kendall’s Tau_b= 0.90). Conclusion: The outcomes of our study can be interpreted as follows: a) Newly established hospitals participating in our study were more innovative, b) Increased communicative relationship between employees, and their superiors, and also between workers at the same level, consequently among all hospital professionals reinforce innovativeness, c) as the number of departments increase, rapport, and communication weaken which decrease innovativeness, d) in hospitals with higher number of vertical levels, innovativeness is promoted in that the presence of more participative management, and effective communication channels facilitate implementation of innovative applications.