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2559 PHD Arunee
2559 PHD Arunee
2559 PHD Arunee
อรุณี ไพศาลพาณิชย์กลุ
This research is a qualitative research with the aims to: 1) build model of
innovative hospital; 2) specify concepts, and the relationship between concepts that
related to development of innovative hospital; 3) study organizational culture of
innovative hospital; 4) study knowledge management process of innovative hospital;
and 5) study characteristics of innovative hospital’s learning organization.
The methodology employed was based on grounded theory, and case study
approaches. Four Crown Prince Hospitals were selected as main case studies. They
were: 1) Sawangdandin Crown Prince Hospital; 2) Dansai Crown Prince Hospital; 3)
Thabo Crown Prince Hospital; and 4) Taphanhin Crown Prince Hospital. Data were
collected using related documents, non-participatory observation, in-depth interview of
40 key informants: 28 persons were the directors of the selected hospitals, leaders, and
operational staff members; and 12 persons were hospital’s stakeholders.
The results consisted of two parts based on the research approaches adopted:
1) the results of case study approach showed the means to developing innovative
hospital of four hospitals. The results of grounded theory approach indicated the model
of innovative hospital and four relevant innovative hospital models: componential model;
organizational culture model; knowledge management model; and learning organization
(6)
model. These could be summarized as follows: (1) model of innovative hospital founded
innovative hospital was promoted by learning organization, knowledge management,
and organizational culture. Learning organization was a crucial condition of innovative
hospital; (2) componential model indicated that there were six key dimensions of
innovative hospital, namely; characteristic of organization, innovative leadership,
innovative management, customer-driven excellence, human capital asset, and
organizational Innovation; (3) organizational culture model was composed of three
dimensions of organizational culture, namely; cultural environment of organization,
patterns of organizational culture, and organizational culture management. Cultural
environment supported patterns of organizational culture, as patterns and organizational
culture management leaded to workforce engagement, organizational well-being, and
social consciousness of workforce members; (4) knowledge management model
showed that the knowledge management process was critical that pushed by
organizational capacity of knowledge management whereas knowledge management
evaluation was a parallel activity of knowledge management process; (5) learning
organization model indicated that there were seven key dimensions of innovative
hospital, namely; characteristic of learning organization, role of learning organization,
shared vision, lifestyle of organizational learning, development of personal mastery,
assessment of learning, and empowerment learning.