Organisational Culture at Public Hospital of Algarve: Internal Medicine Staff Perception

Susana Soares Pinheiro Pescada (), Fernando Jose Calado e Silva Nunes Teixeira () and Weska Glacielly Resende Pereira ()
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Susana Soares Pinheiro Pescada: University of Algarve, Faculty of Economics, Portugal
Fernando Jose Calado e Silva Nunes Teixeira: Polytechnic Institute of Beja, Portugal; Smart Cities Research Center, Instituto Polytechnico de Tomar
Weska Glacielly Resende Pereira: University of Algarve, Faculty of Economics, Portugal

Sustainable Regional Development Scientific Journal, 2025, vol. II, issue 1, 11-21

Abstract: Organisational culture has increasingly emerged as a pivotal focus in management and organisational studies over recent decades, given its substantial impact on institutional performance, adaptability, innovation, and long-term sustainability. Within the healthcare sector, understanding cultural dynamics is essential to fostering effective leadership, enhancing service quality, and promoting employee well-being. This study examines the organisational culture of the Internal Medicine Inpatient Unit at the Public Hospital of Algarve (PHA), aiming to support strategic change management and inform human capital development policies. A quantitative, cross-sectional research design was employed, utilising the well-established Organizational Culture Assessment Instrument (OCAI) developed by Cameron and Quinn (1999, 2011). The instrument was administered to a broad range of healthcare professionals, including physicians, nurses, technical assistants, and operational support staff. Findings indicate that the current culture is predominantly aligned with the Clan type, characterised by teamwork, trust, and a family-like working environment, followed by elements of a Hierarchical culture, reflecting the importance of structure, control, and formal procedures. Participants demonstrated a clear preference for reinforcing the Clan model, while acknowledging the strategic value of incorporating leadership attributes from all four cultural types: Clan, Hierarchy, Market, and Adhocracy. Notably, cultural perceptions were consistent across sociodemographic groups, highlighting a shared vision for a more collaborative, internally focused culture. The results underscore the importance of aligning organisational culture with leadership development, employee engagement, and institutional priorities. Based on these insights, the study proposes actionable recommendations to enhance organisational effectiveness, professional satisfaction, and cultural alignment within the healthcare context.

JEL-codes: H12 I12 J13 J24 M12 M14 (search for similar items in EconPapers)
Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:bfb:srdjou:2025-01_1

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