Working Together: Managing Social Capital to Facilitate an Organisational Climate for Innovativeness in an Acute Health Service Context
This research addresses the need to consider the organisational context and climate in the innovation process in an acute health service context. A critical review of the literature indicates an overlap exists between social capital and an organisational climate for innovativeness; however, the literature is underdeveloped in addressing the relationships between social capital and organisational climate explicitly. Exploring how social capital evolves offers a new perspective to management of
... to management of change and innovativeness in a dynamic and socially complex environment such as operating theatre suites. The social capital and organisational climate for innovativeness literature is scarce in the context of health services. Health services in Australia and elsewhere are under constant pressure to increase throughput of patients and improve efficiencies, particularly in the area of surgical intervention. Many change initiatives are designed with standardised implementation without regard for the influences of the organisational context in the process (Greenhalgh et al., 2005, Greenhalgh et al., 2004). Therefore, acute health services, and in particular operating theatre environments, are rich sites to explore the influence of organisational climate on innovativeness. This research uses a sequential mixed methods approach to explore the relationship between social capital and organisational climate for innovativeness in three differently sized operating theatre suites in New South Wales (NSW), Australia. The differences in operating theatre suite size provided an opportunity to explore the impact of size in relation to eight organisational climate dimensions, in accordance with the survey initially employed by Garcia-Goni, Maroto, and Rubalcaba (2007).