4,382
Views
20
CrossRef citations to date
0
Altmetric
Review Article

Influence of organisational culture on the implementation of health sector reforms in low- and middle-income countries: a qualitative interpretive review

&
Article: 1462579 | Received 14 Dec 2017, Accepted 04 Apr 2018, Published online: 11 May 2018

References

  • Cassels A. Health sector reform: key issues in less developed countries. J Int Dev. 1995;7:329–12.
  • Grindle MS. Divergent cultures? When public organizations perform well in developing countries. World Dev. 1997;25:481–495.
  • Berman P, Bossert T. A decade of health sector reform in developing countries: what have we learned. Washington (DC): UNAID; 2000.
  • World Bank. World Development Report 1993: Investing in Health. New York (NY); 1993.
  • Gilson L, Mills A. Health sector reforms in sub-Saharan Africa: lessons of the last 10 years. Health Policy. 1995;32:215–243.
  • Bennett S, Mills A, Russell S. The challenge of health sector reform: what must governments do? Springer: Palgrave Macmillan, London; 2000.
  • Travis P, Bennett S, Haines A, et al. Overcoming health-systems constraints to achieve the Millennium Development Goals. The Lancet. 2004;364:900–906.
  • World Health Organization. The world health report 2000: Health Systems: improving performance; 2000.
  • Blaauw D, Gilson L, Penn-Kekana L, et al. Organisational relationships and the? software? of health sector reform-Background paper prepared for the disease control priorities project, capacity strengthening and management reform. London School of Hygiene and Tropical Medicine, 2003. http://researchonline.lshtm.ac.uk/14223/
  • Sheikh K, Gilson L, Agyepong IA, et al. Building the field of health policy and systems research: framing the questions. PLoS Med. 2011;8:e1001073.
  • World Health Organization. Everybody’s business. Strengthening health systems to improve health outcomes. WHO’s framework for action. WHO document production services: Geneva; 2007.
  • Davies HT. Understanding organizational culture in reforming the National Health Service. J R Soc Med. 2002;95:140–142.
  • Scott T, Mannion R, Marshall M, et al. Does organisational culture influence health care performance? A review of the evidence. J Health Serv Res Policy. 2003;8:105–117.
  • Department of Health. Shifting the balance of power within the NHS: securing delivery. Department of Health London; Richmond House: Whitehall, London; 2001.
  • Davies HT, Nutley SM, Mannion R. Organisational culture and quality of health care. Qual Saf Health Care. 2000;9:111–119.
  • Scott T, Mannion R, Davies HT, et al. Implementing culture change in health care: theory and practice. Int J Qual Health Care. 2003;15:111–118.
  • Smircich L. Concepts of culture and organizational analysis. Adm Sci Q. 1983;28:339–358.
  • Allaire Y, Firsirotu ME. Theories of organizational culture. Organ Studies. 1984;5:193–226.
  • Schein EH. Coming to a new awareness of organizational culture. Sloan Manage Rev. 1984;25:3–16.
  • Konteh FH, Mannion R, Davies HT. Clinical governance views on culture and quality improvement. Clin Governance. 2008;13:200–207.
  • Cameron KS, Quinn RE. Diagnosing and changing organizational culture: based on the competing values framework. John Wiley & Sons; San Francisco, Carlifonia; 2011.
  • House RJ, Hanges PJ, Javidan M, et al. Culture, leadership, and organizations: the GLOBE study of 62 societies. Sage publications: London; 2004.
  • Lusthaus C. Organizational assessment: A framework for improving performance. IDRC; Ottawa, Canada. 2002.
  • Bearman M, Dawson P. Qualitative synthesis and systematic review in health professions education. Med Educ. 2013;47:252–260.
  • Dixon-Woods M, Agarwal S, Jones D, et al. Synthesising qualitative and quantitative evidence: a review of possible methods. J Health Serv Res Policy. 2005;10:45–53.
  • Dixon-Woods M, Bonas S, Booth A, et al. How can systematic reviews incorporate qualitative research? A critical perspective. Qual Res. 2006;6:27–44.
  • Gilson L. Qualitative research synthesis for health policy analysis: what does it entail and what does it offer? Health Policy Plan. 2014;29:iii1–iii5.
  • Higgins JP, Green S. Cochrane handbook for systematic reviews of interventions. John Wiley & Sons: West Sussex; 2008.
  • Cochrane Effective Practice and Organisation of Care (EPOC) Review Group. Low and middle income countries - LMIC filters The Cochrane Central Register Of Controlled Trials (CENTRAL) (Cochrane Library Online). 2015 Available from: http://epoc.cochrane.org/lmic-filters
  • Gilson L, Raphaely N. The terrain of health policy analysis in low and middle income countries: a review of published literature 1994–2007. Health Policy Plan. 2008;23:294–307.
  • Hannes K. Chapter 4: critical appraisal of qualitative research. In: Noyes J, Booth A, Hannes K, et al., editors. Supplementary guidance for inclusion of qualitative research in cochrane systematic reviews of interventions. 2011. Available from: http://cqrmg.cochrane.org/supplemental-handbook-guidance
  • Sandelowski M, Barroso J. Finding the findings in qualitative studies. J Nurs Scholarsh. 2002;34:213–219.
  • Thomas J, Harden A. Methods for the thematic synthesis of qualitative research in systematic reviews. BMC Med Res Methodol. 2008;8:45.
  • Gilson L, Schneider H, Orgill M. Practice and power: a review and interpretive synthesis focused on the exercise of discretionary power in policy implementation by front-line providers and managers. Health Policy Plan. 2014;29:iii51–iii69.
  • Johnson G. Managing strategic change—strategy, culture and action. Long Range Plann. 1992;25:28–36.
  • Hofstede G. Identifying organizational subcultures: an empirical approach. J Manage Stud. 1998;35:1–12.
  • Sakyi EK. Communication challenges in implementing health sector decentralisation at district level in Ghana. Leadership Health Serv. 2010;23:156.
  • Sakyi EK, Koku Awoonor-Williams J, Adzei FA. Barriers to implementing health sector administrative decentralisation in Ghana: a study of the Nkwanta district health management team. J Health Organ Manag. 2011;25:400–419.
  • Sakyi EK. Implementing decentralised management in Ghana: the experience of the Sekyere West District health administration. Leadersh Health Serv. 2008;21:307–319.
  • Olukoga A, Bachmann M, Harris G, et al. Analysis of the perception of institutional function for health sector reform in Nigeria. Int Health. 2010;2:150–155.
  • Jeppsson A, Östergren P-O, Hagström B. Restructuring a ministry of health–an issue of structure and process: a case study from Uganda. Health Policy Plan. 2003;18:68–73.
  • Unnithan M, Heitmeyer C. Global rights and state activism: reflections on civil society—state partnerships in health in NW India. Contrib Indian Sociol. 2012;46:283–310.
  • Atkinson S. Political cultures, health systems and health policy. Soc Sci Med. 2002;55:113–124.
  • Atkinson S, Medeiros RLR, Oliveira PHL, et al. Going down to the local: incorporating social organisation and political culture into assessments of decentralised health care. Soc Sci Med. 2000;51:619–636.
  • Mahler J. Influences of organizational culture on learning in public agencies. J Public Adm Res Theory. 1997;7:519–540.
  • Jaakko Y-K, Kagoné M, Souares A, et al. The influence of organizational culture on information use in decision making within government health services in rural Burkina Faso. Nordic J Afr Stud. 2010;19:250–273.
  • Hofstede G. The cultural relativity of organizational practices and theories. J Int Bus Stud. 1983;14:75–89.
  • Munene JC, Schwartz SH, Smith PB. Development in Sub-Saharan Africa: cultural influences and managers’ decision behaviour. Public Adm Dev. 2000;20:339.
  • Sagie A, Aycan Z. A cross-cultural analysis of participative decision-making in organizations. Hum Relations. 2003;56:453–473.
  • Gilson L, Erasmus E Values in use and organisational culture: exploring the relevance to health systems development. Paper prepared for the UN Millennium Project’s Task Force on Child Health and Maternal Health; 2004.