The impact of innovative practices on organizational management: The case of government hospitals in Northern Lebanon

Abstract

Innovation in hospital management is increasingly recognized as a key factor in improving organizational performance, efficiency, and staff satisfaction. In resource-constrained contexts such as Lebanon, the integration of innovative practices is particularly critical to ensure sustainable healthcare delivery. This study examines the impact of innovative practices on organizational management in five governmental hospitals in Northern Lebanon, with a focus on their influence on administrative efficiency, staff satisfaction, and the role of external institutional support. A mixed-methods approach was employed, combining semi-structured interviews with hospital directors and a questionnaire administered to 312 employees across medical, administrative, and technical staff. Statistical analyses included Chi-square tests and logistic regression, complemented by thematic analysis of qualitative data. Results reveal that hospitals frequently introducing new methods and tools reported higher levels of employee satisfaction and organizational effectiveness. Logistic regression identified innovation and interdepartmental communication as the strongest predictors of satisfaction. Barriers included financial constraints, staff resistance, and insufficient training. While the Ministry of Health was perceived as providing meaningful support, the Ministry of Finance was seen as less effective due to delays in funding. Innovative practices are central to enhancing hospital management and employee engagement in Lebanon’s public health sector. Overcoming structural barriers requires continuous training, participatory management, and more reliable financial support. Strengthening collaboration between ministries and hospitals is essential to create a sustainable framework for innovation and improved healthcare delivery.