Abstract
Purpose– This study aims to investigate whether and how organizational culture moderates the
influence of other organizational capacities on the uptake of new mental health care roles by
non-medical primary health and social care services.
Design/methodology/approach– Using a cross-sectional survey design, data were collected in
2004 from providers in 41 services in Victoria, Australia, recruited using purposeful sampling.
Respondents within each service worked as a group to complete a structured interview that collected
quantitative and qualitative data simultaneously. Five domains of organizational capacity were
analyzed: leadership, moral support and participation; organizational culture; shared concepts,
policies, processes and structures; access to resource support; and social model of health. A principal
components analysis explored the structure of data about roles and capacities, and multiple
regression analysis examined relationships between them. The unit of analysis was the service
(n¼41).
Findings– Organizational culture was directly associated with involvement in two types of mental
health care roles and moderated the influence of factors in the inter-organizational environment on role
involvement.
Research limitations/implications– Congruence between the values embodied in organizational
culture, communicated in messages from the environment, and underlying particular mental health
care activities may play a critical role in shaping the emergence of intersectoral working and the
uptake of new roles.
Originality/value– This study is the first to demonstrate the importance of organizational culture
to intersectoral collaboration in health care, and one of very few to examine organizational culture as a
predictor of performance, compared with other organizational-level factors, in a multivariate analysis.
Theory is developed to explain the findings.
KeywordsOrganizational culture, Organizational values, Intersectoral collaboration, Mental health care,
Moderation effects, Australia, Mental health services, Influence
Paper typeResearch paper
AbstractPurpose– This study aims to investigate whether and how organizational culture moderates theinfluence of other organizational capacities on the uptake of new mental health care roles bynon-medical primary health and social care services.Design/methodology/approach– Using a cross-sectional survey design, data were collected in2004 from providers in 41 services in Victoria, Australia, recruited using purposeful sampling.Respondents within each service worked as a group to complete a structured interview that collectedquantitative and qualitative data simultaneously. Five domains of organizational capacity wereanalyzed: leadership, moral support and participation; organizational culture; shared concepts,policies, processes and structures; access to resource support; and social model of health. A principalcomponents analysis explored the structure of data about roles and capacities, and multipleregression analysis examined relationships between them. The unit of analysis was the service(n¼41).Findings– Organizational culture was directly associated with involvement in two types of mentalhealth care roles and moderated the influence of factors in the inter-organizational environment on roleinvolvement.Research limitations/implications– Congruence between the values embodied in organizationalculture, communicated in messages from the environment, and underlying particular mental healthcare activities may play a critical role in shaping the emergence of intersectoral working and theuptake of new roles.Originality/value– This study is the first to demonstrate the importance of organizational cultureto intersectoral collaboration in health care, and one of very few to examine organizational culture as apredictor of performance, compared with other organizational-level factors, in a multivariate analysis.Theory is developed to explain the findings.KeywordsOrganizational culture, Organizational values, Intersectoral collaboration, Mental health care,Moderation effects, Australia, Mental health services, InfluencePaper typeResearch paper
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