Driving innovation in health care: exploring the impact of ambidextrous leadership on creative performance among frontline health professionals in Norway.

Background: In recent years, there has been an increasing focus on enhancing frontline health professionals' ability to think and act innovatively, also known as their creative performance. However, previous research has had two limitations. First, only a few leadership styles and their associations with this capability have been examined.

The role of ambidextrous leadership and employee ambidexterity in enhancing service quality of care and creativity - a study of health professionals.

Background: This study aims to empirically examine the role of ambidextrous leadership on employees' ambidexterity and job-directed performance. Ambidextrous leadership encompasses a leader's capability to stimulate exploitative and explorative activities in employees. Specifically, the study explores in detail how ambidextrous leadership is linked to two types of job-directed performance in health professionals, namely service quality of care and creativity, in addition to what role employee ambidexterity has in this relationship.

The impact of organizational culture and leadership climate on organizational attractiveness and innovative behavior: a study of Norwegian hospital employees.

Background: In the domain of health services, little research has focused on how organizational culture, specifically internal market-oriented cultures (IMOCs), are associated with organizational climate resources, support for autonomy (SA), and whether and how IMOCs and SA are either individually or in combination related to employee perceptions of the attractiveness of the organization and their level of innovative behavior. These knowledge gaps in previous research motivated this study.

Methods: A conceptual model was tested on a sample (N = 1008) of hospital employees.

Promoting organizational vision integration among hospital employees.

Background: The concept of organizational vision has been little explored in the health-care services research literature. To address this knowledge gap in the literature, the present study examines the factors that may promote organizational vision integration (OVI), which refers to the employees' use of organizational vision as a guiding framework in their work. The roles of organizational commitment (OC), leadership autonomy support (LAS), and organizational culture in relation to hospital employees' OVI are examined.

Precursors and outcomes of work engagement among nursing professionals-a cross-sectional study.

Background: Health services organizations must understand how best to lower nursing professionals' turnover intentions, and increase their job satisfaction and the quality of care provided to patients. This study aims to examine whether work engagement (WE) is a significant predictor of the achievement of these preferred organizational goals. The study also aims to examine whether organizational culture and organizational climate can manage the WE of nursing professionals and indirectly contribute to the accomplishment of the preferred organizational goals.

Does organizational vision really matter? An empirical examination of factors related to organizational vision integration among hospital employees.

Background: There seems to be a consensus that a vision for an organization is a valuable thing for organizations to have. However, research on organizational vision has predominantly been studied from a leadership perspective. In contrast to previous research, organizational vision in this paper takes an employee perspective.

Fostering innovative behavior in health organizations: a PLS-SEM analysis of Norwegian hospital employees.

Background: Health organization research is experiencing a strong refocus on employees' individual innovative behavior (IIB), revealing that many of the influential factors at work remain uncertain. Hence, this study empirically examines fostering of hospital employees' IIB by focusing on direct and indirect relationships of organizational culture (here labeled internal market-oriented culture, IMOC), psychological capital (PsyCap), and organizational commitment (OC).

Methods: The study focused on a sample of 1008 hospital employees, using a partial least squares-structural equation modeling method to analyze and test the relationships hypothesized in this study.

The impact of individual creativity, psychological capital, and leadership autonomy support on hospital employees' innovative behaviour.

Background: There is growing interest in and focus on healthcare services research to identify factors associated with innovation in healthcare organizations. However, previous innovation research has concentrated primarily on the organizational level. In contrast, this study focuses on innovation by individual employees.

The role of organizational attractiveness in an internal market-oriented culture (IMOC): a study of hospital frontline employees.

Background: Hospitals need to understand how to reduce their frontline employees' turnover rate as well as how to positively engage them and improve their service. Central to these issues, we find, is the employees' perception of their organization's attractiveness. This objective of this paper is to clarify how the role of organizational attractiveness relates to frontline employees' perception of their internal market-oriented culture as well as their turnover rate, engagement, and service quality.