Development of Strategic Implementation Indicators for Nursing Organizations at Community Hospitals in Thailand

Abstract

Background: Strategy implementation is the most important stage of strategic management to achieve
organizational goals. Top Nursing Management Team (TNMT) was clear strategic planning while the
implementation stage of the strategy is still unclear, so they need the knowledge to assess the components
and indicators of the strategy implementation stage.
Aim: To develop indicators of strategy implementation for nursing organization at community hospitals
Method: They study was descriptive quantitative research. The samples of this study were the 332 top
nursing management team members from 26 community hospitals in Thailand. The concept of strategy
implementation was based on Pearce and Robinson (2000) which consists ope rationalization of strategy
and institutionalization of strategy adopted from the Kobuti’s strategy implementation questionnaire using
the back-translation method with monolingual testwith the following steps: 1) forward translation from
the original English in to Thai 2) review of the translated version by reviewers 3) backward translation
from Thai into English 4) comparison of the original version and the back-translated version 5) content
validity testing by five experts, in nursing management field, with a CVI at one 6) determining the internal
consistency reliability with thirty TNMT members from community hospitals, with a Cronbach’s Alpha
Coefficient at 0.95, and 7) testing of the construct validity by using factor analysis to extract indicators from
the strategy implementation then confirmation the indicators by using confirmatory factor analysis with 332
top nursing management team at community hospitals.
Results: The strategy implementation indicators of nursing service organizations at community hospitals
have two components with 10 indicators:1) ope rationalization of strategy (factor loading =0.81) including
development of specific functional tactic, determining policy to guide decisions, creating to clear objective
and allocation resource 2) institutionalization of strategy (factor loading = 0.87) including creating a culture
relevant strategy, personnel arrangement with appropriate skill, demonstration leadership in driving the
strategy, matrix system review, organizational restructuring relevant with strategy.
The development strategy implementation instrument was congruent with the empirical data (CMIN/
df=1.32,RMR=.02 GFI=.98, AGFI=0.96, RMSEA=0.03,CFI=.99).
Conclusion: The development strategy implementation instrument can measure the strategy implementation
of nursing organizations at community hospitals. It should be used to assess the efficiency of strategy
implementation stage.