Whose Side Are You On? Interdependence and its Consequences in Management of Healthcare Delivery

Fairfield, Kent D.

doi:10.1097/00115514-200401000-00005

Cited by 18 publications

(14 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Such actions as improving the working environment, management helping and meeting the needs of employees within the work setting, engaging in information technology and concern for staff welfare could further strengthen hospital staff organisational commitment. In a recent study of nurses in a healthcare setting, Fairfield (2004) concluded that healthcare executives can expect less commitment from employees if they fail to acknowledge good performance and if they accentuate differences between the most senior leaders and lower-level employees.…”

Section: Discussionmentioning

confidence: 99%

The effect of management commitment to service quality on frontline employees' affective and performance outcomes: an empirical investigation of the New Zealand public healthcare sector

Ashill

Carruthers

Krisjanous

2006

J of Philanthropy and Mktg

View full text Add to dashboard Cite

*Very little attention has been given to understand the antecedents of service recovery performance in a public healthcare setting. In this study, a cross-sectional survey investigates a model of service recovery performance. Frontline hospital employees completed a self-administered questionnaire on how factors characterising management commitment to service quality (MCSQ) affect their service recovery efforts. The results suggest the influence of MCSQ is mediated by frontline employees' affective commitment to their hospital. The research advances understanding of frontline service recovery performance in a public healthcare setting and the findings indicate that public healthcare managers can take actions on a number of fronts to assist progress towards the achievement of frontline service recovery excellence.

show abstract

Section: Discussionmentioning

confidence: 99%

The effect of management commitment to service quality on frontline employees' affective and performance outcomes: an empirical investigation of the New Zealand public healthcare sector

Ashill

Carruthers

Krisjanous

2006

J of Philanthropy and Mktg

View full text Add to dashboard Cite

show abstract

“…From the viewpoint of attitudinal organization pride, again, the individual has a high degree of interest in the organization. Attitudes generally result from experiences, are acquirable, and are somewhat longlasting as compared to mere emotions (Fairfield et al, 2004). Consequently, unlike emotional organizational pride, attitudinal organizational pride is collective and results from the individual's need for dependence on the organization (Lea & Webley, 1997).…”

Section: Organizational Pridementioning

confidence: 99%

Formulating an organizational pride model for the National Iranian Oil Company

Seyedpour

Safari

Isfahani

2020

Cogent Business & Management

View full text Add to dashboard Cite

The present study addresses the formulation of organizational pride model in the National Iranian Oil Company (NIOC). Exploratory mixed method was used in this study, of which the first phase was conducted using grounded theory. Participants of the qualitative phase of the study constituted 19 managers, directors, supervisors, and experts of the NIOC, whose interviews were analyzed to extract and formulate the desired model in the form of causative relations. Then, the findings of the qualitative phase were formulated in the form of statements, which were put to test in the quantitative phase. In line with this, a researchermade questionnaire was administered to 381 employees of the NIOC. Upon ensuring the validity and reliability of the instrument, structural equation modeling (SEM) was used to calculate the results of the fit indicators. This model constitutes causative conditions (intrinsic motivation, sense of national pride, successful background of the organization, organizational image, and importance of the organization's output), central phenomenon (emotional organizational pride and attitudinal organizational pride), Context (Political-legal factors, Sociocultural factors, Economic-technological factors), intervening conditions (supervisor consideration, perceived organizational justice, welfare and financial facilities, and transparency of career path), strategies (positive views about the entirety of the organization, extraorganizational positive views, job enthusiasm, employees and their families' Ali Safari ABOUT THE AUTHORS Seyed Mostafa Seyedpour is a Ph.D. candidate of business management at Faculty of administrative sciences and economics at University of Isfahan in Iran. His research interests are mainly in the areas of Organizational behavior, Human resource management and Organizational Development. Ali Safari is an associate professor and faculty member of management department at faculty of administrative sciences and economics at University of Isfahan in Iran. His research interests are mainly in the areas of Organizational behavior, Human resource management and Entrepreneurship. Ali Nasr Isfahani is an associate professor and faculty member of management department at faculty of administrative sciences and economics at University of Isfahan in Iran. His research interests are mainly in the areas of Organizational behavior and Human resource management.

show abstract

“…To encourage group members to behave in ways beneficial to the group, merely treating them as part of the group is insufficient. Their consciousness of interdependence is an important element (Fairfield and Wagner, 2004).…”

Section: Interdependencementioning

confidence: 99%

Enhancing Relationship Quality: The Case of Franchises

Ting

2014

jmr

View full text Add to dashboard Cite

What circumstances enhance franchise relationship quality is not well understood. We help to fill this research gap by developing and testing a model of the sources of relationship quality using constructs from the transactions cost literature, including idiosyncratic investment and interdependence. A survey was conducted successfully to 550 franchise owners or managers of Taiwanese small and medium enterprises. We find that idiosyncratic investment directly enhances trust and indirectly reinforces trust via interdependence. Franchisees' idiosyncratic investment cannot directly influence opportunistic behavior but indirectly influence it via trust or interdependence. Moreover, franchisees with lower opportunistic behavior and higher trust have higher commitment.

show abstract

Whose Side Are You On? Interdependence and its Consequences in Management of Healthcare Delivery

Cited by 18 publications

References 0 publications

The effect of management commitment to service quality on frontline employees' affective and performance outcomes: an empirical investigation of the New Zealand public healthcare sector

The effect of management commitment to service quality on frontline employees' affective and performance outcomes: an empirical investigation of the New Zealand public healthcare sector

Formulating an organizational pride model for the National Iranian Oil Company

Enhancing Relationship Quality: The Case of Franchises

Contact Info

Product

Resources

About