The impact of information sharing on the quality of decision-making: From the point of view of employees in Jordanian private hospitals

Figures & data

Figure 1. Conceptual framework.

Table 1. Validity analysis

Total Variance Explained							KMO Measure of Sampling Adequacy (MSA)	Barlett’s test for sphericity
Factor	Initial Eigenvalues			Extraction Sums of Squared Loadings
	Total	% of Variance	Cumulative %	Total	% of Variance	Cumulative %
1	11.956	30.656	30.656	11.956	30.656	30.656	0.50	p < 0.01

Table 2. The reliability of the data

Variables	No. of Items	Cronbach’s Alpha
Independent Variable: Information-sharing items	19	0.855
Dependent Variable: Decision-making items	20	0.961
Total Questionnaire Cronbach’s Alpha	39	0.919

Table 3. Descriptive statistics

Demographics		Frequency	Percentage
Gender	Male	163	47.7
	Female	179	52.3
Age	less than 35 years	57	16.7
	35 – less than 45 years	119	34.8
	45 – less than 55 years	111	32.5
	55 years and above	55	16.1
Profession	Physician	63	18.4
	Nurse	159	46.5
	Administrative Staff	120	35.1
Work experience	Less than 5 years	21	6.1
	From 5 to less than 10 years	141	41.2
	10 years and more	180	52.6
Total		342	100%

Table 4. Matrix of correlations

Variable	The quality of decision-making	Information sharing
The quality of decision-making	—	0.161** 0.003
Information sharing	0.161**
	0.003	—

Note: ** p<0.05.

Table 5. The impact of information sharing on the quality of decision-making

	Dependent Variable (The quality of decision-making)
Independent Variables (Information sharing)	R	R2	B	Beta	F	Sig(F)	VIF	Skewness		Decision
								Statistic	Std. Error
	.161a	.026	.220	.161	8.992	.003a	1.000	−0.586	0.132	Accepted

a. Predictors: (Constant), Independent Variables mean (Information sharing)

**Correlation is significant at the 0.05 level (2-tailed).

Table 6. ANOVA test

ANOVA
		Sum of Squares	df	Mean Square	F	Sig.
Age	Between Groups	53.606	54	.993	1.114	.285
	Within Groups	255.751	287	.891
	Total	309.357	341
Gender	Between Groups	15.583	54	.289	1.188	.189
	Within Groups	69.730	287	.243
	Total	85.313	341
Experience	Between Groups	22.155	54	.410	1.122	.273
	Within Groups	104.924	287	.366
	Total	127.079	341

Table 7. Differences between groups - Independent T-test

Variables	Gender	N	M	SD	Sig. (2-Tailed)	t-test
Decision-making	M	163	3.9890	0.44165	0.485	−0.700
	F	179	4.0366	0.46792
Sources of information sharing	M	163	3.6477	0.63236	0.019	2.366
	F	179	3.5419	0.62550
Effectiveness of information sharing	M	163	3.6643	0.41492	0.113	1.591
	F	179	3.5451	0.41100
Difficulties of information sharing	M	163	3.8196	0.64993	0.192	1.309
	F	179	3.7274	0.72866

Table

Variables	Items
Demographic characteristics
Gender	Male Female
Age	25–35 36–45 46–55 56 or more
Experience years	Less than 5 5–10 More than 10
Information Sharing
Sources of information needed to make decisions	Laws and legislative texts official reports Operational plans personal contacts Meetings, seminars and conferences Media Books and references
Effectiveness of information sharing in decision making	Information is provided in a timely manner to support decisions All necessary information is provided regularly The process of obtaining and understanding the information is straightforward. All team members participate in executing tasks and gain a sense of importance as team members. The most important component of sharing useful information is creating a climate of trust. Team members are motivated to obtain as much information as possible. Discussion, critical thinking, and ranking of alternatives to achieve consensus are encouraged.
Difficulties that members face when sharing information	The type of information that members tend to discuss is common information. Team members may make wrong decisions based on common information. Members do not have the opportunity to speak sufficiently to provide unique information. Increasing the number of members leads to a reduction in effective information sharing. The focus is on common information rather than creative thinking in sharing unique information. Waste a lot of time discussing common information.
Decision making
The problem is expressed clearly and adequately. A problem-solving plan is drawn up with the participation of team members. Decision makers determine the degree of importance of the problem. Decision makers gather the necessary data to study and understand the problem. Decision makers analyse the problem thoroughly. Making quick decisions is crucial when dealing with complex issues. Multiple alternatives are developed for the same problem Alternatives are always being developed to fit the mechanism of action. The alternatives are classified in order to take the most suitable alternatives. Decision makers can determine the most appropriate alternatives for the external environment. Decision makers avoid personal bias as much as possible. Sharing ideas is the best way to come up with the best alternatives. Choosing the best and most direct alternative and avoiding complications. Decision makers make full use of the available resources in implementing the decision. Decision makers carefully analyse data to make and implement decisions. When making decisions, there is scope for logical and creative thinking. Innovative thinking in decision making depends on generating new ideas. The decision is formulated clearly and directly. A suitable time is chosen to follow up on the implementation of decisions. Decision makers use modern technical methods in implementing decisions.