Journal of Healthcare Management - September/October 2016 - 335
Vision Statement Quality and
Organizational Performance in U.S.
Hospitals
Rachna Gulati, PhD, doctoral student, University of Texas School of Public Health,
Houston, at time of study (now independent consultant); Osama Mikhail, PhD,
professor, Management, Policy & Community Health, University of Texas School of
Public Health; Robert O. Morgan, PhD, professor, Management, Policy & Community
Health, University of Texas School of Public Health; and Dean F. Sittig, PhD, professor,
Biomedical Informatics, University of Texas School of Biomedical Informatics
E X E C U T I V E S U M M A R Y
Vision statements are considered to be important for organizational transformation
and business success. Developing a vision allows leaders to think about their hopes
and aspirations for the organization's future. Ideally, all business decisions, plans,
and activities should be directed toward fulfillment of the company's vision. This
report advances the existing vision components framework and evaluates the relationship between quality of vision statements and organizational performance. Our
goal was to assess whether a good vision statement helps managers improve organizational performance. To our knowledge, this is the first study of its kind in the
U.S. healthcare environment. We examined the vision statements of 312 acute care
hospitals for the quality of their structural components and ranked them accordingly.
We also collected data pertaining to organizational performance to measure financial
and growth-related performance. We used these to assess the correlation between
vision statement quality and the percentage change in performance measures for the
past 5 years. The study results showed a statistically significant positive correlation
between vision statements and at least one of four performance measures for several
geographic regions studied. A positive correlation was found between vision statements and one of the financial performance measures in 13 of the 17 states studied;
these correlation coefficients ranged from weak to strong. The correlation coefficient
for 7 states (41%) was statistically significant. This study emphasizes the importance
of creating an effective vision statement, assesses the components of strong vision
statements, and highlights the relationship between vision statements and organizational performance.
For more information about the concepts in this article, contact Dr. Gulati at
rachna.c.gulati@gmail.com.
335
Table of Contents for the Digital Edition of Journal of Healthcare Management - September/October 2016
Journal of Healthcare Management - September/October 2016
Contents
Interview With Jayne E. Pope, RN, FACHE, CEO of Hill Country Memorial Hospital
How to Find the Ideal Chief Medical Officer
Four Strategies for Succeeding With Bundled Payments
Who Is a Hospital’s “Customer”? Olena Mazurenko, Dina Marie Zemke, and Noelle Lefforge
Vision Statement Quality and Organizational Performance in U.S. Hospitals Rachna Gulati, Osama Mikhail, Robert O. Morgan, and Dean F. Sittig
Maximizing Healthcare Professionals’ Use of New Computer Technologies in a Small, Urban Hospital’s Critical Care Unit Patricia C. Vadillo, Estrellita S. Rojo, Adelaida Garces, and Maria G. Checton
Factors Determining Medical Staff Configurations in Community Health Centers: CEO Perspectives Patricia Pittman, Leah Masselink, Lauren Bade, Bianca Frogner, and Leighton Ku
Journal of Healthcare Management - September/October 2016 - Contents
Journal of Healthcare Management - September/October 2016 - Cover2
Journal of Healthcare Management - September/October 2016 - i
Journal of Healthcare Management - September/October 2016 - ii
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Journal of Healthcare Management - September/October 2016 - Interview With Jayne E. Pope, RN, FACHE, CEO of Hill Country Memorial Hospital
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Journal of Healthcare Management - September/October 2016 - 310
Journal of Healthcare Management - September/October 2016 - How to Find the Ideal Chief Medical Officer
Journal of Healthcare Management - September/October 2016 - 312
Journal of Healthcare Management - September/October 2016 - 313
Journal of Healthcare Management - September/October 2016 - Four Strategies for Succeeding With Bundled Payments
Journal of Healthcare Management - September/October 2016 - 315
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Journal of Healthcare Management - September/October 2016 - 317
Journal of Healthcare Management - September/October 2016 - 318
Journal of Healthcare Management - September/October 2016 - Who Is a Hospital’s “Customer”? Olena Mazurenko, Dina Marie Zemke, and Noelle Lefforge
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Journal of Healthcare Management - September/October 2016 - Vision Statement Quality and Organizational Performance in U.S. Hospitals Rachna Gulati, Osama Mikhail, Robert O. Morgan, and Dean F. Sittig
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Journal of Healthcare Management - September/October 2016 - Maximizing Healthcare Professionals’ Use of New Computer Technologies in a Small, Urban Hospital’s Critical Care Unit Patricia C. Vadillo, Estrellita S. Rojo, Adelaida Garces, and Maria G. Checton
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Journal of Healthcare Management - September/October 2016 - Factors Determining Medical Staff Configurations in Community Health Centers: CEO Perspectives Patricia Pittman, Leah Masselink, Lauren Bade, Bianca Frogner, and Leighton Ku
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