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Table 1 Correlation matrix and descriptive statistics – Initial look into the relationships of organizational arrangements, efficiency and innovativeness

From: Organizational arrangements as a key to enhancing innovativeness and efficiency – analysis of a restructuring hospital in Finland

Variable Mean (S.D.) 2 3 4 5 6 7 8 9 10
1 Experience (years) 11.42 (8.79) .013 -.057 -.076 -.071 .011 -.026 -.074 .077 -.028
2 Resources 3.07 (.62)   -.035 .107* .111* .217** .502** -.559* -.023 .078
3 Performance-focused 3.03 (.55)    .466** .344** .253** .034 .147** .304** .266**
4 Hierarchy-focused 3.43 (.51)     .446** .237** .137** .000 .190** .216**
5 Tradition-focused 3.50 (.44)      .315** .001 .013 .044 .089
6 Leader-focused 3.23 (.55)       .571** -.229** .195** .283**
7 Collaborative 3.30 (.68)        -.638** .136** .337**
8 Fragmented 2.58 (.65)         -.057 -.232**
9. Innovativeness 3.15 (.79)          .591**
10. Efficiency 3.67 (.61)          
  1. *p < .05; **p < .01;
  2. Apart from Experience, the constructs in the Table are measured with Likert scales from 1–5 reflecting individuals’ perceptions and with higher values indicating more of the feature in question