The association between subcultures and resistance to change – in a Swedish hospital clinic. Issue 4 (12th August 2014)

• Record Type: Journal Article
• Authors: Carlstrom, Eric; Olsson, Lars-Eric
• Is Part Of: Journal of health organisation and management. Volume 28:Issue 4(2014)
• Page Start: 458
• Page End: 476
• Publication Date: 2014-08-12
• Subjects: Health services administration -- Periodicals; Health services administration -- Great Britain -- Periodicals; Health services administration -- Europe -- Periodicals; 362.106805
• DOI: 10.1108/JHOM-09-2012-0184
• Languages: English
• ISSNs: 1477-7266

Abstract

<abstract> <title> <x content-type="archive" xml:space="preserve">Abstract</x> </title> <sec> <title content-type="abstract-heading">Purpose</title> <p> – The purpose of this paper is to explore the different subcultures and the employees' preparedness for change at an orthopaedic clinic in a university hospital in Sweden. </p> </sec> <sec> <title content-type="abstract-heading">Design/methodology/approach</title> <p> – Surveys were sent out to 179 nurses and physicians. The survey included the two instruments Organisational Values Questionnaire and resistance to change (RTC) Scale. </p> </sec> <sec> <title content-type="abstract-heading">Findings</title> <p> – The results suggest a dominance of a human relations culture, i.e. flexibility, cohesion and trust, in the orthopaedic clinic. These characteristics seemed to decrease RTC. Opposite to this, planning, routines and goal setting appeared to increase change-resistant behaviour. </p> </sec> <sec> <title content-type="abstract-heading">Practical implications</title> <p> – By predicting potential obstacles in a certain context prior to a change process, resources can be used in a more optimal way. An instrument that pinpoints the culture of a particular healthcare setting may be a useful tool in order to anticipate the possible outcome of change. </p> </sec> <sec> <title content-type="abstract-heading">Originality/value</title> <p> – The rational goal/internal processes dimension exerted a stronger association with RTC than in earlier studies. Deeply rooted standards and routinised care models, governed by work schedules, could be an obstacle to introducing a care model based on the individual needs of the patient. There was, however, a surprisingly low RTC. The results are contrary to the accepted understanding of public organisations known to be slow to change.</p> </sec> </abstract>