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In order to compete and develop, an organization needs to carry out innovation and transformation. Hospital transformation is a form of organizational change. A hospital, after transformation, will be confronted with fundamental changes in the internal and external environments, which will lead to quite a few problems and conflicts that will stand in the way of the hospital's survival and development. Among them, the inevitable underlying management problem is organizational culture integration. This research aims to explore the impacts and significance of organizational culture integration and construction on the survival and development of Chinese public hospitals after transformation by using the transformation of a Chinese public hospital with 56 years of history as a case study. This research is divided into two parts: The first part introduces hospital transformation process as well as characteristics and problems of organizational culture at the initial stage after transformation; the second part deals with the process of cultural integration and reconstruction of the transformed hospital as well as characteristics of the new organizational culture formed after eight years since transformation. Major conclusions of this research: 1. Hospital transformation process and characteristics of organizational culture at the initial stageafter transformation: Transformation of R Hospital is a mandatory requirement of the government. After transformation, the share of this hospital is controlled by a diversified G Group. The scope of transformation covers two aspects, namely, ownership transfer and staffing. Transformation of R Hospital was conducted after the original hospital had been in operation for 48 years. Most of the employees in the hospital were permanent employees in previous public institutions of the state. At the initial stage after transformation, the organizational culture of R Hospital was characterized by looseness, lack of cohesion and psychological contract crisis, which resulted in instability, difficulty of management and tendency towards getting out of control for the hospital. Major problems that existed after transformation of R Hospital include unclear understanding of the hospital's development vision and lack of consensus on the strategic objective. The latter is mainly reflected in the staff's unstable mindsets and concern over their career prospect and retirement protection, decreased hospital cohesion and poor implementation of systems. 2. The process of cultural integration and reconstruction of R Hospital: After transformation, R Hospital carried out cultural integration and reconstruction from four aspects, namely, cultural slogans, cultural etiquette, cultural activities and classic stories. In this way, a "UFO-model" organizational culture was gradually set up. By gaining strategic macro control and coordinating organizational culture over the past eight years, R Hospital has made significant progress in medical treatment, teaching and scientific research, the scale of the hospital has substantially expanded, the hospital overall strength has significantly increased, and medical service radius and influence have substantially grown. According to this case study, at the initial stage after hospital transformation, people are unwilling to accept or even resist against the transformation, have negative comments on the transformation and passively waitfor change. With the success of the transformation, people begin to gradually accept, make adaptations, support, embrace and actively participate in the transformation. ; Para competir e desenvolverem-se as organizações necessitam de inovar e transformar-se. Nesta tese, consideramos a transformação dos hospitais como uma forma de mudança organizacional. Após a transformação, os hospitais confrontam-se com mudanças fundamenatais, quer no meio envolvente quer internamente, o que levará a alguns problemas e conflitos, que podem criar obstáculos ao desenvolvimento e sobrevivência dos mesmos. Um dos problemas é a integração da cultura organizacional. Esta tese explora os impactos e significância da integração cultural na sobrevivência e desenvolvimento de Hospitais públicos Chineses após a transformação. Esta tese analisa a transformação de um Hospital público Chinês com 56 anos de história. A tese divide-se em duas partes: Primeiro, analisamos o processo de transformação do hospital assim como as características e problemas da cultura organizacional após a transformação; segundo, o processo de cultura organizacional e a reconstrução do hospital assim como as características da nova cultura organizacional são analisadas. As principais conclusões desta pesquisa são as seguintes: 1. O processo de transformação e as características da cultura organizacional no estado inicial após a transformação: A transformação do Hospital R foi uma imposição do governo. Após a transformação o capital do Hospital R passou a ser controlado pelo Grupo G (um grupo privado e muito diversificado). A transformação cobriu dois aspectos, transferência de propriedade e recursos humanos. A transformação aconteceu após 48 anos de actividade do Hospital R. A maioria do pessoal tinha um vinculo permanente a instituições públicas. Após a transformação, as características principais da cultura organizacional do Hospital R eram a falta de coesão e uma crise do contrato psicológico, o que provocava a instabilidade, dificuldade em gerir e uma tendência para estarem fora de controlo. Os problemas principais após a transformação incluem a pouca clareza na compreensão da visão do hospital e uma fala de consenso sobre os objectivos estratégicos. 2. O processo de integração e reconstrução cultural do Hospital R: após a transformação, a integração e a reconstrução cultural do Hospital R realizou-se através de: slogans culturais, etiqueta cultural, actividades culturais e histórias clássicas, deste modo, construindo gradualmente, um modelo "UFO" de cultura organizacional. O controlo estratégico sobre algumas variáveis macro e a reorganização da cultura organizacional, conseguidos ao longo dos últimos 8 anos, permitiram ao hospital R progressos significantes no tratamento médico, no ensino e na pesquisa científica e aumentar a sua influência na zona onde se localiza. De acordo com o caso que estudamos, no inicio da transformação as pessoas resistem e fazem comentários negativos. Quando a transformação começa a ter resultados positivos, as pessoas começam gradualmente a aceitar a transformação, adaptam-se, e apoiam a transformação.

Aim: The purpose of this study is to identify the level of job satisfaction among hospital pharmacists in Romania in relation to environmental, socio-demographic, and individual factors. Material and Methods: Seventy-eight hospital pharmacists were included in the research. The Job Satisfaction Scale was used to measure the level of satisfaction with their current jobs, and the TAS-20 was used to evaluate emotional experience and awareness. Additionally, 12 items were formulated in order to identify the reasons for dissatisfaction with jobs, such as budget, number of working hours, legislation, relationships with colleagues, hospital departments, or stakeholders. Data were analyzed using IBM SPSS Statistics version 23. Results: The analyses of the data revealed a low level of satisfaction regarding the pay–promotion subscale, a high level of satisfaction with the management–interpersonal relationship dimension, and a high level of satisfaction regarding the organization–communication subscale. Seventy-four percent of subjects are dissatisfied about the annual budget, and 86.3% are not at all satisfied with present legislation. Conclusions: These results are important for hospital pharmacists and hospital management in order to focus on health policies, management, and environmental issues, with the purpose of increasing the level of satisfaction among hospital pharmacists.

Although there has been significant interest from health services researchers and policy makers about recent trends in hospitals' ownership of physician practices, few studies have investigated the strengths and weaknesses of available data sources. In this article, we compare results from two national surveys that have been used to assess ownership patterns, one of hospitals (the American Hospital Association survey) and one of physicians (the SK&A survey). We find some areas of agreement, but also some disagreement, between the two surveys. We conclude that full understanding of the causes and consequences of hospital ownership of physicians requires data collected at the both the hospital and the physician level. The appropriate measure of integration depends on the research question being investigated.

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Any copyright on this work is most likely expired, given life expectancy and copyright duration at the time of publication, or when rolling copyright occurred (i.e., changes to the legislation extending the copyright term). In case of a takedown request, the depositor requests to be provided with legal documentation from the person/organization instigating the takedown request and to be heard by Zenodo before making a decision about the takedown. ; This file was uploaded by Chris Hartgerink (chris@libscie.org), not the original authors or the publisher. This upload is part of ensuring public access to the public domain. Please see description for legal justification of why this work is (likely to be) in the public domain and it is considered reasonable to be uploaded to Zenodo.

Any copyright on this work is most likely expired, given life expectancy and copyright duration at the time of publication, or when rolling copyright occurred (i.e., changes to the legislation extending the copyright term). In case of a takedown request, the depositor requests to be provided with legal documentation from the person/organization instigating the takedown request and to be heard by Zenodo before making a decision about the takedown. ; This file was uploaded by Chris Hartgerink (chris@libscie.org), not the original authors or the publisher. This upload is part of ensuring public access to the public domain. Please see description for legal justification of why this work is (likely to be) in the public domain and it is considered reasonable to be uploaded to Zenodo.

Any copyright on this work is most likely expired, given life expectancy and copyright duration at the time of publication, or when rolling copyright occurred (i.e., changes to the legislation extending the copyright term). In case of a takedown request, the depositor requests to be provided with legal documentation from the person/organization instigating the takedown request and to be heard by Zenodo before making a decision about the takedown. ; This file was uploaded by Chris Hartgerink (chris@libscie.org), not the original authors or the publisher. This upload is part of ensuring public access to the public domain. Please see description for legal justification of why this work is (likely to be) in the public domain and it is considered reasonable to be uploaded to Zenodo.