Đánh giá của nhân viên y tế về văn hóa tổ chức tại Bệnh viện Hữu nghị Việt Nam - Cuba năm 2025

Organizational culture profoundly shapes the effectiveness and service quality of healthcare institutions. In the dynamic landscape of modern healthcare, understanding and adapting an institution's culture is paramount for sustained success and employee well-being. Previous research consistently highlights the intricate link between organizational culture and critical outcomes such as staff retention, job satisfaction, and knowledge sharing. However, many public hospitals in Vietnam still predominantly exhibit traditional "clan" and "hierarchy" cultures, prioritizing relationships and internal processes. This study, conducted at the Vietnam - Cuba Friendship Hospital, addresses this gap by assessing the current and desired organizational culture among its healthcare staff in 2025, aiming to inform strategic cultural development crucial for future challenges.

Hospital administrators and management, healthcare policy makers, human resource departments in healthcare, and researchers interested in organizational culture and healthcare management.

This cross-sectional study, conducted in 2025 at the Vietnam - Cuba Friendship Hospital, aimed to delineate the prevailing organizational culture and identify factors associated with it, particularly exploring the gap between current and desired cultural states among healthcare staff. The methodology involved quantitative surveys utilizing the Organizational Culture Assessment Instrument (OCAI) alongside qualitative interviews. Data were meticulously analyzed using descriptive statistics, mean comparisons, and significance testing. The findings revealed a complex, mixed organizational culture at the hospital, predominantly characterized by "clan" (emphasizing relationships and internal cohesion) and "hierarchy" (focusing on administrative processes and control). While these elements contribute to stability, the study identified a significant desire among healthcare staff for a shift towards a more "adhocracy" culture, prioritizing innovation, flexibility, and creativity, while reducing administrative rigidity. This aspiration was statistically significant (p < 0.05) across various dimensions including strategic orientation, criteria for success, and organizational cohesion. Specifically, staff expressed a preference for human-centered leadership, collaborative staff management, and success metrics rooted in innovation and patient satisfaction over mere competition. The implications of these findings for the Vietnam - Cuba Friendship Hospital are substantial. They underscore the necessity for developing deliberate cultural strategies that foster greater collaboration, creativity, and adaptability. By transitioning towards a more flexible and innovative model, the hospital can enhance staff motivation, improve the quality of healthcare service, and better meet the evolving demands of the healthcare sector. This research provides a valuable framework for hospital management to implement targeted interventions for cultural transformation, thereby optimizing organizational effectiveness and employee satisfaction.