ORGANIZATIONAL AND COMMUNITY FACTORS ASSOCIATED WITH NURSING HOME ORGANIZATIONAL CULTURE

This study examines how organizational and community factors are associated with organizational culture among high Medicaid nursing homes (70% or higher Medicaid census). According to the Competing Values, Framework, there are four types of organizational culture: clan culture (friendly working environment); adhocracy culture (dynamic/creative working environment); market culture (results-based organization); and hierarchy culture (formalized/structured work environment). Survey data from 324 nursing home administrators (30% response rate) from 2017- 2018 were merged with secondary data from LTCFocus, Area Health Resource File, and Medicare Cost Reports. The dependent variable consisted of organizational culture type. The independent variables comprised organizational factors (facility has nurse practitioner/physician assistant (NP/PA), RN/LPN/CNA hours per resident day, RN skill mix, ownership, chain affiliation, size, occupancy rate, and Medicare and Medicaid payer mix) and community factors (Medicare Advantage penetration, per capita income, educational level, unemployment rate, poverty level and competition). Multinomial regression results showed that, compared to facilities with hierarchical cultures, those with a market culture have greater odds of having an NP/PA and higher RN skill mix and LPN intensity, but lower odds for RN intensity, Medicaid payer mix, occupancy rate, and Black residents. Also compared to facilities with hierarchical cultures, those with a clan culture have lower odds for having an NP/PA, beds and occupancy rate, but higher odds of being located in communities with lower unemployment and higher Medicare managed care. In conclusion, different organizational cultures are associated with different staffing patterns, as well as organizational and community factors.

Equality Revisited: A Cultural Meta-Analysis of Intergroup Contact and Prejudice

Across cultures, intergroup contact—interpersonal interaction with out-group members—is associated with less prejudice. Contact research was criticized, however, for bypassing intergroup inequality in the wider society. We propose a cultural psychology approach grounding people’s contact experiences in culturally afforded ways of relating to out-groups. Extending Allport’s equal-status hypothesis to the culture level, we hypothesized that the contact–prejudice association would be stronger in egalitarian cultures and weaker in more hierarchical cultures. To test this hypothesis, we revisited Pettigrew and Tropp’s influential meta-analysis and augmented it with culture-level measures of equality and hierarchy values. Our meta-analysis of intergroup contact and prejudice in 660 samples across 36 cultures suggested that egalitarianism was related to stronger contact–prejudice associations. Cultural hierarchy values and social dominance orientation corresponded with weaker contact–prejudice associations. Cultures of equality made a difference over and above equal status in the contact situation.

The Impact of Culture on Innovation: the moderating role of Human Capital

Innovation plays an important role in developing the economy, to expand and sustain the high performance of firms, to maintain competitive edge in industry and improved the standard living and in creating a better quality of life. In Adhocratic culture, openness provides to employees and no fear of doing faults or getting things wrong to be done, human capital are the creative peoples and if democratic organizational culture is provided to them the organization can be find more innovative. The focus of current study was on the link between organizational cultures and innovation. Although the literature suggests the relevance of culture in increasing innovation, there is a lack of empirical evidence supporting this relation, which this study has explored. Our findings provide support for this relation. Furthermore we found that the organization culture can enhance product innovation, but that it can also inhibit it depending on the values that culture fosters. In particular we found that product innovation is positively associated to adhocracy cultures and has a negative relation to the hierarchical cultures.