Read this and write $2-3$ paragraphs explaining the information. There seems to be a consensus that a vision for an organization is a valuable thing for organizations to have. However, research on organizational vision has predominantly been studied from a leadership perspective. In contrast to previous research, organizational vision in this paper takes an employee perspective. Specifically, the purpose is to examine factors associated with the integration of organizational vision among employees in hospital organizations. Consequently, it focuses on a relatively neglected domain within health services research.

Methods

A conceptual model, centred on the concept of organizational vision integration, was developed and tested on a sample $($N$=1008)$ consisting of hospital employees. Partial least$-$squares structural equation modelling $($PLS$-$SEM$)$ was used to test the hypotheses, using SmartPLS $3$ software. Furthermore, a bootstrapping test was used to inspect potential mediating effects. Specifically, the test assessed whether the proposed direct and indirect effects were statistically significant, and at the same time revealed the nature of the mediation effect.

Results

The results from the empirical study reveal three key findings: i$)$ organizational vision integration among employees is directly and positively related to creative performance in their respective work role $(=0\mathrm{.}16).$ Organizational vision integration and employees psychological capital explains almost $40\%($R$2=0\mathrm{.}36)$ in employees creative performance, ii$)$ psychological capital and employees perception of organizational attractiveness are directly and positively related to employees organizational vision integration $(=0\mathrm{.}19$ and $=0\mathrm{.}40,$ respectively$)$ and explains about $30\%($R$2=0\mathrm{.}29)$ of employees organizational vision integration, iii$)$ employees organizational vision integration mediates the relationship between employees psychological capital, perception of organizational attractiveness and employees creative performance.

Conclusions

Taking an employee perspective, this study contributes to revealing whether and how organizational vision matters and its impact on hospital employees work performance. To achieve organizational vision integration among hospital employees successfully, this study shows that it is important for hospital leaders to be aware of the pattern of impact of both personal as well as environmental$-$related factors.

Supplementary Information

The online version contains supplementary material available at $10\mathrm{.}1186/$s$12913-021-06503-3.$

Keywords: Organizational vision integration, Creative performance, Organizational attractiveness, Psychological capital, Employees, Hospital

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Background

Almost all of todays organizations have developed a strategic vision for their organization. Hospital organizations are no exception to this trend. For example, the organizational vision of the Mayo Clinic in America, which is one of the most famous and best hospitals in the world, is: Mayo Clinic will provide an unparalleled experience as the most trusted partner for health care $[1].$ Another example is the Karolinska Institutet in Sweden, which is one of the worlds foremost medical universities. The organizational vision of Karolinska Institutet is: to advance knowledge about life and strive towards better health for all $[2].$ There seems to be$,$ both in practice and theory, a consensus and an agreement that a vision is a good and valuable aspect for organizations to have. The fundamental premises or basic idea for such an assumption is the belief that organizational vision works just like a lodestar for a ship that is used to guide a ship $($in our case hospital organizations$)$ towards its desired direction and preferred aim. However, on the other hand, some people question or wonder whether a vision of an organization really has an impact, expressing statements such as: after all, a vision of an organization is just some few words written on a piece of paper or on the wall of a company. According to Liu, only a few companies produce vision statements that actually capture the hearts of the group members $[3].$ In a similar vein, Kantabutra and Avery timely ask: some organizations already have a vision, but how effective is it$?[4].$ This signals a need to acquire more insight and knowledge about factors associated with organizational vision.

In previous research, one finds a variety of descriptions of the concept of organizational vision. However, most descriptions of organizational visions have a dominating leadership perspective in its orientation towards goal achievement. This dominating leadership focus can be criticized because it does not capture well or correspond satisfactorily to three aspects of how to integrate an organizational vision in todays modern organizational business context. Regarding this, Kohles et al$.$ state: as organizations become increasingly horizontal simply crafting a compelling vision may no longer