The impact of formalization, role conflict, role ambiguity, and communication quality on perceived organizational innovativeness in the cancer information service

作     者：Johnson, JD La France, BH Meyer, M Speyer, JB Cox, D 

作者机构：Michigan State Univ E Lansing MI 48824 USA Ball State Univ Muncie IN 47306 USA Johns Hopkins Univ Ctr Oncol Canc Informat Ctr Baltimore MD 21205 USA 

出 版 物：《EVALUATION & THE HEALTH PROFESSIONS》 (评价与保健专业)

年 卷 期：1998年第21卷第1期

页      面：27-51页

核心收录：

学科分类：1204[管理学-公共管理] 10[医学] 

基　　金：National Cancer Institute  NCI  (P01CA057586) 

主　　题：医务工作者的态度 信息交流 信息服务/组织和管理 模型 组织管理 国立卫生研究院(美国) 肿瘤 组织文化 组织改革 问卷调查 角色 美国 人类 

摘      要：Organizational members levels of perceived innovativeness represent an insider s viewpoint of the organization s overall approach to innovation. This study tested a model of the impact of formalization, role ambiguity, role conflict and communication quality on perceived organizational innovativeness in the Cancer Information Service. Data were gathered from self-report questionnaires completed by organizational members (n = 86) within the Cancer Information Service, a geographically dispersed federal government health information program that was implementing innovative intervention strategies related to disseminating health information to the public. Results indicated that although the predicted model provided a good overall fit to the data there were some problematic paths. A revised model is offered to reconceptualize the relationships among role conflict, role ambiguity, and communication quality. These results are discussed in terms of their implications for managers and scholars who hope to understand the factors that contribute to perceptions of innovativeness in the new organizational forms emerging in the health service arena. These data suggest that formalization makes an important contribution to innovation in the highly uncertain world of new organizational forms.