Evaluating organisational climate through IC lens: the case of a public hospital

Purpose – During the past two decades a renewed interest about the role of intangible resources in determining performance of public services organisations has risen. This is particularly valid for healthcare (HC) services. HC services are knowledge intensive services basically founded, as the vast majority of their outputs, on intangible resources. Recently, some scholars have examined the relevance of organisational climate (OC) for gathering outstanding performance in HC services. Literature suggests that OC is a multifaceted concept deeply rooted in intangible resources of an organisation. Several intangible resources intervene to shape OC. Based on this consideration, the study seeks to show, through an action research (AR) project, how intellectual capital (IC) provides a useful and fresh frame for analysing intangible components of OC and planning initiatives for their effective management. Design/methodology/approach – The study is based on the action research methodology. Findings – The AR project highlights that analysing OC according to an IC based perspective supports the planning of management initiatives aimed to improve climate and its components and, in turn, the “value” embedded in services outcomes. Practical implications – The examination of OC according to an IC based perspective is proposed both as a tool for identifying elements of OC which are hindering productivity, reducing effectiveness and quality of HC services and as a tool for supporting managers in designing management initiatives aimed to enhance organisational performances by leveraging OC. Originality/value – This paper shows how the adoption of an IC lens to disentangle and examine OC can enhance the analysis of components of climate and the identification of initiatives for their effective management.