مجلة الدراسات المالية والمحاسبية والإدارية
Volume 13, Numéro 1, Pages 131-141
2026-06-30
The Impact Of Kaizen Strategy On Improving Institutional Performance In Healthcare Organizations: Al-nahda Hospital, Sultanate Of Oman As A Model
Authors : Al- Kalbani Khulood Rashid Khalfan .
Abstract
This study explores the effect of Kaizen strategy on performance in Al-Nahda hospital in Oman. Researchers used a descriptive-analytical approach and data were collected from 300 of the 935 employees of the hospital. They wanted to eliminate inconsistency, reduce overburden and reduce waste. The study also took into account institutional efficiency, which included effectiveness, quality of service, flexibility and dedication. Participants answered a 24-item questionnaire on a five-point scale. Responses were analyzed with SPSS 26 through descriptive stats, One-Sample T-tests, One-Way ANOVA, Pearson correlation, and simple linear regression. Common method bias was assessed via Harman's single factor test; the first factor accounted for 31.4% of total variance (threshold < 50%), suggesting method bias does not materially confound results. Results confirm a very strong positive relationship between Kaizen strategy and institutional performance (R = 0.910, R² = 0.828, F(1, 298) = 1432.712, p < 0.001), with Kaizen explaining approximately 83% of the variance in institutional performance. All Kaizen dimensions scored in the 'high' range (M = 3.70–3.84), as did all institutional performance dimensions (M = 15.02–15.63/20). One-Way ANOVA revealed statistically significant differences across demographic groups (gender, position, years of experience, educational qualification; p < 0.001 throughout). The study contributes the first regression-based, multi-dimensional Kaizen model in Omani healthcare aligned with Vision 2040, and recommends differentiated training programmes, cross-departmental standardization, and formal employee-engagement mechanisms to institutionalize Kaizen as a sustainable practice.
Keywords
Kaizen strategy ; institutional performance ; healthcare organizations ; continuous improvement ; Balanced Scorecard ; Sultanate of Oman
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