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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