Evaluating Climate between Working Excellence and Organizational Innovation: What Comes First?

Abstract

This research introduces a new concept of organizational climate, seen as a "mediator", namely a factor liable to produce positive effects on both individual performances and on work processes and relations, thereby creating a favorable relationship between work excellence and organizational innovation. Health systems have been called to promote sustainability, as actors who work for the health and well-being of their patients. Starting from these considerations, this work shows the main results of a longitudinal study conducted in the pediatric department of a large hospital in southern Italy, for a period of three years (May 2014–May 2017). The reference survey was very broad because in the first step of the research a general questionnaire was adopted which included various aspects. Subsequently, the analysis of the influence of the “climate” factor was carried out according to a 3-dimensional scheme: structural, interpersonal/relational and individual. The focus was therefore set—especially in the second survey—on those indicators responding to the objective of the research and that were consistent with the epistemological choice made. The main scope was to verify the conditions according to which the organizational climate can emerge as a novel factor capable of siding with and orienting innovative patient-centered policies of human resources management.

Defining, Conceptualizing, and Measuring Organizational Resilience: A Multiple Case Study

“…A resilient organizational culture is conducive to shaping a sense of community among organizational members, which can help organizations survive crises. At the same time, a relaxed organizational climate is more conducive to good organizational performance [105]. On the one hand, we should focus on caring and happiness.…”

A Study on the Effect of Change Management on Organizational Innovation: Focusing on the Mediating Effect of Members’ Innovative Behavior

“…This study mainly focused on research that indicated that participation and [60] noted that communication has a significant effect on organizational innovation, and a study by Chun (2006) [132] stated that public officials' participation is the most important factor in the techniques for achieving innovation in government organizations. Several other studies have also found that participation and communication have a positive effect on organizational innovation [16,34,36,[56][57][58][59][62][63][64][65][66][67]108,111,[133][134][135][136].…”

“…Then, we introduce the methodology Section 3 and describe the findings and discussion Section 4. Lastly, we summarize the findings, present policy implications, and conclude Section 5 [16].…”

“…Innovative behavior is defined as the process of solving a problem, presenting a solution through knowledge or new ideas from experience, supporting the idea, and realizing the idea to promote the organization's interests [16]. Several scholars have defined various kinds of innovative behaviors.…”

“…A study by Damanpour (1991) [21] noted that the stronger the communication among members within an organization, the better their innovative behavior. There have been many prior studies that have shown that participation has a positive effect on innovative behavior [16,34,58,[108][109][110][111]. There have also been a number of studies that illustrate that communication has a positive effect on innovative behavior [51,58,60,61,108,112].…”