Empowering Innovation: Fostering a Culture of Knowledge Sharing in Healthcare

Abstract

The purpose of this study was to examine how organizational culture affects knowledge sharing in public hospitals. A mixed-methods study methodology was employed, which included interviews with hospital department heads and a survey of doctors. The four forms of organizational cultures—clan, adhocracy, market, and hierarchy—were evaluated using the Organizational Culture Assessment Instrument (OCAI). The analysis of the data revealed that the main culture in both hospitals was hierarchical, which was followed by the cultures of the market, clan and adhocracy. The results point to the need for Indian policymakers and healthcare executives to embrace more adaptable and cooperative management strategies, deal with the structural challenges that public hospitals face, and enhance the working conditions and employee involvement in these healthcare institutions.Further investigation is needed to examine the link between organizational culture and other outcomes, such as patient satisfaction and employee satisfaction in private hospitals.