Table 3 Trend analysis of changes in organizational culture for all participants
From: The influence of hospital accreditation: a longitudinal assessment of organisational culture
Dominant culture | Time point | Between time-point comparison (Trend) | ||||
|---|---|---|---|---|---|---|
T1 (N = 545) | T2 (N = 378) | T3 (N = 141) | 1 & 2 | 1 & 3 | 2 & 3 | |
Mean (95%CI) | Mean (95%CI) | Mean (95%) | Coef. (P > |Z|) | |||
Group Culture | 14.92 (13.90–15.95) | 16.45 (15.23–17.68) | 16.24 (14.50–17.97) | 1.44 (0.02) | 0.74 (0.10) | −0.57 (0.52) |
 Personal place | 12.83 (11.30–14.36) | 14.12 (12.29–15.95) | 11.80 (9.35–14.25) |  |  |  |
 Warm and caring | 15.39 (13.92–16.85) | 17.09 (15.36–18.83) | 17.91 (15.02–20.80) |  |  |  |
 Glued by loyalty and tradition | 18.31 (16.77–19.85) | 20.87 (18.95–22.78) | 19.96 (16.55–23.36) |  |  |  |
 Emphasize human resource | 15.12 (13.80–16.44) | 15.69 (14.00–17.38) | 16.89 (13.66–20.11) |  |  |  |
 Rewards fairly equally | 13.07 (11.58–14.56) | 14.62 (12.75–16.48) | 14.64 (11.74–17.53) |  |  |  |
Developmental Culture | 16.07 (15.18–16.95) | 16.84 (15.80–17.88) | 16.69 (14.98–18.41) | 1.00 (0.05) | 0.42 (0.33) | −0.22 (0.81) |
 Dynamics and entrepreneurial place | 13.56 (12.23–14.89) | 16.30 (14.57–18.03) | 14.1 (11.43–16.6) |  |  |  |
 Risk takers | 10.50 (9.30–11.70) | 12.11 (10.62–13.60) | 10.99 (8.39–13.58) |  |  |  |
 Glued by commitment to innovation and development | 16.82 (15.47–18.17) | 17.73 (16.05–19.41) | 18.09 (15.11–21.06) |  |  |  |
 Emphasize growth and new resources | 20.72 (19.23–22.21) | 19.18 (17.60–20.76) | 20.54 (17.72–23.36) |  |  |  |
 Rewards based on individual initiative | 18.84 (17.33–20.36) | 18.67 (17.07–20.28) | 19.84 (16.64–23.04) |  |  |  |
Hierarchical Culture | 41.88 (40.33–43.43) | 39.47 (37.74–41.19) | 40.76 (37.86–43.67) | −2.67 (< 0.01) | −0.74 (0.29) | 1.83 (0.15) |
 Formalized and structured place | 44.69 (42.65–46.72) | 42.80 (40.35–45.25) | 47.09 (42.93–51.26) |  |  |  |
 Rule enforcers | 49.20 (46.85–51.56) | 44.69 (42.02–47.37) | 46.32 (41.78–50.86) |  |  |  |
 Glued by formal rules and policies | 38.86 (36.81–40.91) | 35.27 (33.01–37.52) | 37.43 (33.68–41.19) |  |  |  |
 Emphasize permanence and stability | 35.19 (33.18–37.20) | 34.17 (31.81–36.52) | 34.02 (30.00–38.04) |  |  |  |
 Rewards based on rank | 41.37 (38.69–44.05) | 40.28 (37.25–43.31) | 38.94 (33.49–44.40) |  |  |  |
Rational Culture | 27.13 (26.23–28.03) | 27.24 (26.12–28.36) | 26.31 (24.59–28.02) | 0.18 (0.77) | − 0.44 (0.29) | −0.99 (0.29) |
 Production oriented | 28.92 (27.12–30.72) | 26.78 (24.71–28.85) | 27.09 (23.84–30.34) |  |  |  |
 Coordinators and coaches | 24.91 (23.39–26.43) | 26.10 (24.30–27.91) | 24.79 (22.06–27.51) |  |  |  |
 Glued by tasks and goal accomplishment | 26.01 (24.51–27.51) | 26.14 (24.36–27.92) | 24.52 (21.58–27.47) |  |  |  |
 Emphasize competitive actions and achievement | 28.97 (27.19–30.74) | 30.96 (28.86–33.06) | 28.55 (24.76–32.34) |  |  |  |
 Rewards based on achievement of objectives | 26.72 (25.01–28.43) | 26.42 (24.45–28.40) | 26.57 (23.13–30.02) |  |  |  |