Organizational Culture and Teamwork: A Bibliometric Perspective on Public and Private Organizations

Abstract

Research on organizational culture and teamwork is progressing substantially, and the interest in understanding culture as an organizational phenomenon and its links with other variables of organizations are perspectives that need to be considered to obtain a better understanding and knowledge of achieving organizational aims. The objective of this study was to analyze the research and its contributions to organizational culture and teamwork through indicators of quantity, quality and structure. The information was obtained from the Scopus and Web of Science databases through structured search equations. The bibliographic data were merged and processed using Microsoft Excel, and by applying and using the PRISMA 2020 statement, 836 records were obtained. VOSviewer software was used to map networks, overlay displays and analyze keyword densities. The findings revealed that organizational culture and teamwork are constantly expanding and being researched in different organizations, with studies relating organizational culture and teamwork to knowledge management, patient safety culture, knowledge exchange, interprofessional collaboration and innovation. The maximum number of publications on the topic occurred in 2019. As indicated by VOSviewer, the keyword communication was associated with three of the identified clusters, and the research agenda proposed the expanding of themes related to leadership, knowledge exchange, knowledge management, interprofessional collaboration and safety climate.

1. Introduction

Organizational culture is closely related to beliefs, policies and ideologies, where promoting change requires passing actions through an analytical sieve that allows the separation of the beneficial from the harmful to lay a foundation for strategic change [1]. However, creating culture in an organization is a complex task that requires the total involvement of its members. The creation of organizational culture may involve members having to leave their comfort zone and may be rejected in the initial stages; therefore, accompaniment is needed to root new concepts and eliminate negative behavior patterns, and it is vital to constantly monitor and evaluate progress [2].

Teamwork is essential to achieve the objectives of an organization, and generating spaces to convey ideas and thoughts strengthens the sense of people’s belonging, which leads to the inference that the core of any organization is based on the collective behavior of its members, who are governed by the organizational culture, in which the values, vision and mission are associated [3] and in which elements of social sustainability, such as goals and orientation to teamwork and respect and care of communities, can be evaluated by decision-makers to determine the impact through their interdependencies [4].

Research carried out within university organizations reveals that organizational culture is a dynamic process and that work teams must continually strengthen aspects of leadership and organizational commitment [5]. Knowledge is a strategic asset that must be managed properly; however, taking advantage of tacit knowledge and turning it into an accessible form for all is a great challenge because such action depends on the will of members of organizations to share it, for which bureaucracy, orientation processes and risk aversion may be limitations in the exchange of knowledge [6].

Exploratory research carried out in Polish public universities reveals that an adequate organizational culture can facilitate curricular innovations that lead to institutional innovation, which is possible by maintaining a shared relationship of power and responsibility, where the discursive patterns that are generated offer innovative solutions that lead to institutional changes [7]. In this context, distinctive features are reflected and marked by their institutional assignments, where specialty teachers are oriented to the hierarchical culture and general studies teachers are oriented to the culture clan. Although the differences in valuation do not have a categorical impact on institutional life, this can be leveraged to promote innovation and autonomy [8]. Furthermore, studies carried out on the intention to rotate academic staff at universities indicate a negative association between the intention to rotate and cognitive and emotional commitment. This commitment is still the object of study within the framework of organizational culture, for which it is necessary to create supporting organizational policy [9].

In business organizations such as SMEs, organizational culture and teamwork are essential to increase productivity and competitiveness and to guarantee continuous improvements in internal processes, and if organizational culture and teamwork were linked to a business management system, it could open a series of process-oriented strategies and benefits; however, very few businesses apply this strategy [10]. The implementation of a business resource planning system as part of the strengthening of organizational culture can favor business growth, promote teamwork and improve care services, thus increasing the motivation of workers [11].

Studies carried out in organizations from the industrial sector have identified an organizational culture that incorporates two contradictory traditions: values and norms, i.e., socialism and capitalism. For the former, studies highlight collective principles, transparency, egalitarian and friendly human relations and future outlook; for the latter, professionalism, innovation, creativity and global aspirations are highlighted [12]. Research findings in the luxury hotel sector indicate that part of its organizational culture considers the importance of implementing strategies to retain talent geared toward hospitality, compensation, succession planning, training and development [13]. Future prospects for business organizations light a path toward the adoption of open models as systematic areas of innovation and development to establish adequate strategies to achieve organizational sustainability [14], which must be based on the commitment of senior management and all those involved to sustainable business development [15].

In many cases, organizations aim to reshape personnel recruitment practices, leadership and motivation to develop a better culture [16]. For example, in a Peruvian textile company, an organizational culture based on order, cleanliness and discipline was implemented, reducing waste by 7% and reducing the cycle time and total supply time [17]. The exchange of knowledge has been facilitated by information technology, but organizations have not yet scaled up such exchange, although implementing it would improve organizational performance, reduce costs, promote innovation and reduce repetitive work [18]. In Lithuania, the effect of branding was explored in two international employer organizations in which an organizational culture based on teamwork was already structured. For these organizations, the connection between the cultural context of the country and the employer brand attracted qualified and talented employees [19].

In turn, organizational culture and teamwork play a crucial role in promoting decent work and economic growth, being relevant to factor eight of the SDGs. A positive organizational culture, characterized by collaboration and teamwork, improves performance in a variety of sectors, including healthcare. It improves patient satisfaction and facilitates the implementation of innovative practices [20]. Thus, organizational culture is vital for the public sector to overcome challenges and improve service quality [21]. This contributes to the success of organizational change and improves employee engagement and participation [22], while promoting decent work as a key factor in advancing overall social welfare and economic growth [23]. In an organizational culture that fosters innovation and values teamwork, communication and trust strengthen business performance and growth [24].

In healthcare organizations, working as a team is necessary for optimal functioning, and a culture of safety in relation to patient care is part of the organizational culture [25]. The findings of studies carried out in a care center for the elderly reveal the existence of group cultural elements such as the flexible and practical management of common values that contribute to good customer service and nongroup cultural elements such as staff-centered care, hierarchy, and conflicts within leadership, which lead to negative interactions between staff and users [26]. In a similar context, other studies reveal that the organizational culture and the coordination of care in hospitals can be divided into four categories, i.e., hierarchy, clan, adhocracy and market, for which communication, teamwork, success criteria, conflict management, authority and autonomy are encouraged [27].

However, other findings regarding the culture of patient safety reveal a lack of studies that explain the significant variability in the dimensions of the safety climate, professional roles and levels of training [28]. Likewise, there are marked differences between doctors, nurses, assistants, related professionals and support personnel with respect to the safety climate, job satisfaction and work conditions, highlighting unsatisfied commonalities that necessitate improvements in organizational culture that focus mainly on stress [29].

In public organizations in which the ambitious objectives of representatives, such as municipalities, are embraced, the prospects for advancing new skills and modern management approaches are limited because the structural foundations of the organizational culture in their internal areas have yet to be laid because there are certain groups that discourage change in innovative work behavior [30]. This lack of progress may be motivated by discrepancies, a lack of commitment and a lack of validated measures that allow assessment of the organizational culture, which is essentially nonexistent [31].

One of the key factors for success in organizations, whether public or private, is the transfer of knowledge, which must be strengthened within the framework of organizational culture. However, there are still barriers of different natures, or behavior may be disconnected by the lack of consideration within planned strategies, thus requiring persistent work that involves each member of an organization for a holistic understanding of the benefits for all [18,32].

Consequently, organizational culture is the hallmark that differentiates an organization from others, and such organizations will have a greater probability of achieving the proposed objectives through work teams whose members must be adequately trained, motivated and strengthened, creating proactive behaviors and positive synergies [33].

In the literature, various research studies and bibliometric reviews have been conducted to understand organizational culture from different perspectives. For instance, ref. [34] conducted a systematic review focused on organizational culture and strategic management in the public sector, specifically in school management, analyzing 348 articles obtained from academic databases. Meanwhile, ref. [35] examined the influence of organizational culture on the adoption of agile practices in organizations, selecting 204 articles for analysis. They identified five factors related to organizational culture that influence the adoption of agile practices, which is valuable for both researchers and project management professionals.

Ref. [36], on the other hand, conducted a systematic review on Lean Thinking and its relationship with organizational culture, concluding that Lean Thinking should be considered as an organizational culture. They highlighted the importance of developing a solid structure and aligning the long-term vision of organizations with specific operational goals when implementing Lean Thinking. Furthermore, ref. [37] explored the connections between organizational culture, learning organizations, and business leadership through a systematic review. This study clarified how these three concepts are measured and related, contributing to the understanding of business leadership within learning organizations and emphasizing the need for future research in different companies and countries. Ref. [38] examined the relationship between organizational culture and Psychological Capital (PsyCap) through a systematic review, where they found a positive interaction that influences factors such as job happiness, performance, organizational behavior, and innovation.

These studies have provided a solid knowledge foundation concerning organizational culture and its impact on various aspects of management, offering valuable contributions to the scientific community and professionals in the field. However, despite the advances in understanding organizational culture, there is a need for a specific study on its relationship with teamwork, from a bibliometric perspective in both public and private organizations. Teamwork is fundamental in any organization as it promotes collaboration, effective communication, and synergy among team members [39]. Organizational culture plays a crucial role in how this skill is fostered and developed. However, there is a lack of related bibliometric studies, so a study in this area would provide an overview of the quantity and quality of existing research, identify trends and predominant approaches in the literature, and help detect gaps or insufficiently addressed research areas.

In this regard, bibliometric analysis can provide valuable insights into various aspects of the scientific literature, helping to identify the historical evolution of publications, the main research references, the major thematic groups in the literature, the thematic evolution of the scientific field, and the growing and emerging keywords in the literature. Furthermore, it can contribute to identifying the key elements of the research agenda for future investigations. By analyzing publication patterns and citation networks, researchers can gain a better understanding of the knowledge generation process and its impact on the scientific environment. Bibliometric techniques can be particularly useful in decision-making processes related to research and development plans and the selection of qualified leaders for projects based on quantitative evidence-based data in the scientific community [40]. For this purpose, the following questions were posed:

RQ1: What has been the historical evolution of publications on organizational culture and teamwork?

RQ2: What are the main investigative references in organizational culture and teamwork?

RQ3: What are the main thematic clusters in the literature on organizational culture and teamwork?

RQ4: What has been the thematic evolution of the scientific body on organizational culture and teamwork?

RQ5: What are the main growing and emerging keywords in the literature on organizational culture and teamwork?

RQ6: What are the main elements of the research agenda for future research on organizational culture and teamwork?

For this study, an introductory referential framework was developed that allowed for establishing the current state of the art of the field under investigation. Then, the Scopus and Web of Science databases were searched to identify relevant literature, and the PRISMA 2020 statement was applied to identify studies that would specifically address the research questions. This study serves as a reference for other research on certain topics of interest in the field of organizational culture and teamwork.

2. Materials and Methods

This is a quantitative study that focuses on data concerning articles published in well-known indexed databases. The aim of the bibliometric analysis was to collect and analyze the scientific activity contained in the bibliographic information. The PRISMA 2020 statement was used to develop the quality criteria.

2.1. Inclusion Criteria

The topic of interest was defined (organizational culture and teamwork), and the type of information considered useful was selected. Articles were screened by title, keywords and abstract. Search strategies using Boolean operators were developed to retrieve relevant literature from the databases.

2.2. Exclusion Criteria

Three complementary filtering phases were established. In the first phase, all the duplicate documents and those that did not contribute to achieving the proposed objective, such as articles with incomplete metadata, thus limiting a proper bibliometric analysis, were excluded. In the second phase, articles that did not contain the full text were eliminated. This step is applicable only for systematic literature reviews that focus on the full content of texts, not a bibliometric metadata analysis. In the third phase, articles that did not pertain to the purpose of the research were excluded (based on titles and abstracts and a lack of methodological rigor).

2.3. Information Sources

The bibliometric research was carried out using information from articles published in Scopus and Web of Science. Bibliometric indicators are essentially statistical data derived from scientific publications on a specific subject of knowledge, making it possible to measure and assess the impact of these investigations.

2.4. Search Strategy

To search the databases, two specialized equations were constructed based on the inclusion criteria and the search characteristics of each database. The search strategy for the Scopus database was as follows:

(TITLE (“organizational culture” AND teamwork) OR KEY (“organizational culture” AND teamwork) OR ABS (“organizational culture” AND teamwork))

The following search strategy was established for Web of Science:

(TI = (organizational culture AND “teamwork”) OR AK = (organizational culture AND “teamwork”) OR AB = (organizational culture AND “teamwork”))

2.5. Data Management

A total of 115 and 875 records were retrieved from Web of Science and Scopus, respectively. The records were downloaded into Microsoft Excel templates and then merged by terms with the respective application of the defined exclusion criteria. A single merged database containing 836 records was obtained, serving as the necessary input for the beginning of the bibliometric analysis. For processing the information to obtain quantity and quality data, predesigned Microsoft Excel and VOSviewer macros were used, allowing the visualization of multiple maps, such as the co-occurrence of keywords, co-authorship, citations and co-citations based on bibliographic data, revealing the productivity, impact and connectivity between authors [41]. Figure 1 is a flow chart of this study designed based on the PRISMA 2020 statement, accounting for all the steps in the methodological design used.

3. Results and Discussion

3.1. Quantity Indicators in Research Related to Organizational Culture and Teamwork

Figure 2 shows the evolution over time of the research published on organizational culture and teamwork. Cubic polynomial growth is observed in general, starting with 2 publications in 1991 and peaking at 83 related publications in 2019. Some decreases, such as in 2011 and 2015, are far from the polynomial growth line. In 2020 and 2021, there was a decrease in the number of publications compared to that in 2019, i.e., 68 and 69 publications, respectively, and for 2022, there were only 46 publications. This decrease is probably associated with the COVID-19 pandemic, which forced many organizations to stop work and others, such as health centers, to focus efforts to readapt and react to immediate problems [42]. Strategies linked to strengthening organizational culture were also subjected to rethinking under this new scenario [43].

The cubic polynomial growth (99.68%) indicates the interest and tendencies of organizations to intervene to develop cognitive, behavioral, and contextual properties among their work teams to support and generate organizational resilience [44]. Some examples are the creation of networks in the new economy, which has intensified as one of the entrepreneurial career management strategies where gender inequality persists despite promoting equality within organizational cultures [45], the centralism of the founder in Arab family companies and the organizational culture implanted under the concept of family and commercial principles that grant competitive advantages and that span many generations, the influence of the organizational culture in knowledge management where innovative cultures have favorable impacts, and the specific phases and creation and storage of knowledge where competitive, bureaucratic and community cultures have specific positive impacts [46].

In the years 2020 to 2022, studies regarding organizational culture stand out. Despite the COVID-19 pandemic, there was only a slight setback in the number of publications; however, there are studies regarding the impact of timely preparation on the emotional intelligence of employees within the framework of the dimensions of a planned organizational culture [47], especially in the transition to remote and hybrid work, where the skills and sensitivity of leaders to maintain, retain, develop and strengthen work teams are vital to continue with strategies or to renew organizational culture [48].

Figure 3 shows the 10 most productive journals, which account for 16.74% of the publications, with BMJ Quality and Safety leading with 25 publications, equivalent to 2.77% of the total, followed by BMC Health Services Research, with a contribution of 2.54% of all publications, and Journal of Interprofessional Care, accounting for 1.88% of all publications. The percentages calculated for the three most productive journals allow the conclusion that the information is not centralized in a select group of journals but rather in a wide variety of journals that have an interest in the subject; for example, 25.09% of journals published 371 articles, while 72.79% of journals published 380 articles.

Figure 4 shows the 10 countries with the most publications related to research on organizational culture and teamwork, representing approximately 70% of the scientific body. The United States stands out as the most productive country, accounting for 39.41%, followed by the United Kingdom and Australia, which account for 9.41% and 5.46%, respectively. This can be explained by the interest exhibited by researchers in recent decades, where a diversity of dimensions and attributes have been proposed to analyze organizational culture. Within these dimensions and attributes are gender equality initiatives, which are used to rank the commitment of organizations to social justice [49]; methods to measure organizational culture based on identifying values and practices that increase organizational risk [50]; and the constant digitization of society and organizations, motivating research to redefine the strategies and routing of organizational culture [51].

Figure 5 shows the 10 most productive authors. Sexton J.B. has the most publications, with 15, followed by Thomas E.J., with 11 publications, and Braithwaite J., with 10 publications. For the authors ranked fourth to tenth, the number of publications ranges from eight to four publications, respectively. The largest number of publications is not concentrated in a small number of authors but rather distributed among many authors with one to three publications. A decentralization based on three groups can be established: 0.326% account for 2.28% of the articles, corresponding to the 10 most productive authors; 1.37% account for 3.94% of the articles; and 98.30% account for 93.63% of the articles, demonstrating the diversity of authors who are interested in the topic. Notably, the number of publications per author can be analyzed by the importance of the subject, prestigious journals and researchers that promote research; however, for the evaluation of publications, it is necessary to analyze the number of citations, which reflects quality [52].

3.2. Research Quality Indicators Related to Environmental Culture and Teamwork

Currently, a key quality indicator of a scientific article is the number of times it is cited, although this is only a partial indicator because other elements, such as the management of science, dissemination, and human resource training, etc., should be considered. In this sense, high-impact publications that receive many citations may be associated with novel topics and be oriented more to the metric than to the importance of the research; likewise, a publication with a low citation rate does not imply poor quality work [52]. In light of the aforementioned, quality indicators based on citations by country, journal and author are presented below as an impact analysis.

Figure 6 shows the 10 journals with the highest number of citations, accounting for 37.38% of the total. The first three places are led by Annual Review of Psychology (USA), with 1428 citations, followed by Journal of Interprofessional Care (UK), with 1399 citations, and BMJ Quality and Safety (UK), with 1028 citations. A second important group is represented by Quality and Safety in Health Care (UK), with 943 citations, ranking fourth, closely followed by Journal of the American College of Surgeons (USA) and BMC Health Services Research (UK), with 906 and 833 citations, respectively. In the first group, the journal with the highest productivity is from the United States, followed by journals from the United Kingdom. The same occurs in the second group, with the three journals from the two countries. This finding is supported by the results in Figure 4, where it can be seen that the United States and the United Kingdom excel in productivity, both in quality and quantity, in the subject investigated.

Author productivity based on the number of citations is shown in Figure 7. The 10 most representative authors account for 10.87% of the total citations. Johnson M., Ilgen D.R., Jundt D., and Hollenbeck J.R. each have 1428 citations; their studies on organizational culture explore the importance of effective communication in work teams as well as the relevant theories and recent improvements in equipment as complex multilevel systems and their long-term operation in different contexts. Sexton J.B. has 1406 citations; his research, conducted in the health area, focuses on the importance of climate within work teams and the culture of safety in healthcare centers. It can be inferred that there is great interest in the subject among various authors because the number of citations is not concentrated in a single group; a group of authors, representing 1.92% of the total, have between 201 and 460 citations, and 97.74% of authors have between 1 and 198 citations.

Notably, the quality of a work can be valued numerically by the number of citations it receives, although this is not always the case for studies that have fewer citations [52] because there are various conditions that can distort the number of citations as an indicator of quality.

Figure 8 shows the keyword network generated using VOSviewer and the Scopus and Web of Science data [53]. For the construction of the co-occurrence map, a keyword had to appear at least seven times, with groups chosen based on causal inference. Keywords that were not related to the study were not considered. VOSviewer identified 51 words that appeared at least 7 times, with 5 clusters in the network, with a total link intensity of 245 and 158 connections between them.

Communication is the main node in Cluster 1 (red), with 43 occurrences. In Cluster 2 (green), the main node is leadership, with 47 occurrences; in Cluster 3 (blue), the main node is knowledge management (blue), with 22 occurrences; in Cluster 4 (yellow), the main node is quality improvement, with 32 occurrences; and finally, in Cluster 5 (purple), the main node is safety culture, with 48 occurrences.

In Cluster 1, there are nine nodes, of which seven, i.e., empowerment, training, primary care, medical errors, human factors, qualitative research, and patient care team, are directly connected to the main node. The primary healthcare node is connected indirectly. Additionally, the main node connects directly with leadership, quality improvement, and safety culture, i.e., the main nodes of Clusters 2, 4 and 5, respectively.

Cluster 2 consists of eight nodes with five direct connections to the nodes of change management, collaboration, management, safety management, and critical care. Job satisfaction and human resource management are indirectly connected. There are direct connections between quality improvement in Cluster 4 and safety culture in Cluster 5 with the main communication node in Cluster 1. In Cluster 3, the main node is directly linked with three nodes: knowledge sharing, innovation and quality. Organizational learning, healthcare and organizational change are indirectly connected with the main nodes of the other clusters. Cluster 4 has eight nodes with five direct connections, i.e., culture, hospital, surgery, team climate and quality of care. Cluster 5 has six nodes, with direct connections to some nodes in Clusters 2, 4 and 5, for example, management, human factor and interprofessional collaboration.

Figure 9 shows the keyword overlay, displaying the links among words in the temporal space in which the research was published. The research trends are shown from 2010 to 2020. In 2019, jobs are within Cluster 3, indicating interest in the term knowledge exchange. Cluster 5 indicates interest regarding culture in patient safety, questionnaires in safety attitudes and safety administration. Likewise, between 2016 and 2018, there was an emphasis on research on organizational culture and teamwork in hospital settings such as nursing and surgery, focusing efforts on the safety climate in intensive care areas.

Between 2014 and 2016, there was an increasing trend regarding the use of the words communication, leadership and quality improvement, with which research involving words such as empowerment, collaboration, job satisfaction, innovation, interprofessional collaboration were associated. In 2016, the main node was communication, and in 2018, the main node was safety culture, with both terms accounting for the largest number of keywords in those years.

Figure 10 shows the most frequently used keywords year to year by time period. In 1992, professional status inequalities was the main keyword, highlighting the existing gaps between members of an organization, for example, a predominance of men in supervisory positions [54], the effect of gender on academic status and leaders in professional groups [55], and the predominance of one professional over another despite meeting the same objective [56]. This reflects the lack of harmony within organizations in the context of organizational culture and teamwork.

In 1995 and 1996, the keywords productivity and visioneering were prominent, underscoring the significance of organizational culture and teamwork. Organizations were recognized as ideal settings for fostering organizational creation, capacity building, and performance interventions, which in turn highlighted the establishment of market-oriented economies [57]. Successful organizational functioning relies on well-defined structures, control mechanisms, and an understanding of group dynamics, all of which contribute to achieving excellence [58].

Teamwork, as an essential aspect of organizational culture, demands a high-quality vision that influences behavioral functions. This vision plays a crucial role in determining the effectiveness of group goal setting within the broader context of organizational culture [59]. For instance, adopting new and powerful paradigms, such as advanced human resource software, can drive improvements and transformative changes in organizational performance [60].

In 1997, the discourse expanded to include the term technology strategy. While the development of new strategies and structures was proposed, it became evident that rapid and sustainable changes could only be achieved through cultural transformations [61]. Information technologies gained increased interest, aiming to decentralize information management and enhance decision-making efficiency within work teams. However, this approach encountered limitations, including issues related to ineffective information exchange [62].

In the year 2000, the keyword healthcare emerged as the most prevalent, underscoring the importance of analyzing the pivotal factors essential for driving changes in health organizations. This analysis also recognized the involvement of information technologies [63]. Consequently, it became apparent that a misaligned organizational culture could impede the effective utilization of quality systems, thus hindering the attainment of the maximum associated benefits [64].

Between 2001 and 2003, the commonly used keywords were professional identity, leadership, and transformational. Studies concluded that transformational skills play a vital role in fostering teamwork, understanding, and collaboration, serving as a common factor across all hierarchical levels [65]. The establishment of professional identity and effective leadership within integrated teams facilitates the development of cohesion and shared values, with transformational leadership being positively associated with a cohesive organizational culture [66].

From 2004 to 2006, the keywords theory of action, conflict, and nurse garnered attention. Interdisciplinary research during this period sought to address complex problems that individual disciplines alone could not resolve. It became necessary to consider the cultural differences inherent in different disciplines to effectively address the associated conflicts [67].

Other studies have demonstrated the effectiveness of applying engineering approaches to conflict resolution, fostering a unified and collaborative working environment among teams. This unified approach plays a vital role in various contexts, such as delivering ongoing safe, reliable, and high-quality medical care [68]. These findings highlight the significance of organizational culture and teamwork in facilitating effective conflict resolution and promoting seamless collaboration across teams.

In 2011, communication emerged as the most commonly used keyword, emphasizing its critical role in achieving the desired objectives. Effective communication serves as a fundamental pillar within the framework of organizational culture and teamwork, enabling the transmission of two-way and multidirectional messages. Furthermore, it underscores the importance of appropriately utilizing communication channels to avoid detrimental failures and adverse events [69]. This reinforces the need to foster a culture of effective communication within organizations to enhance collaboration, coordination, and overall performance.

The year 2013 witnessed the prominence of the keyword knowledge management. During this period, knowledge management models emerged, showcasing the role of organizational culture and teamwork in effectively acquiring, storing, distributing, and utilizing knowledge. Notably, the success of these models relied heavily on contextual factors, particularly the individuals responsible for knowledge retention and transformation. This further underscores the influence of organizational culture and teamwork in promoting knowledge sharing, collaboration, and innovation [70].

In 2014, the keyword quality improvement took center stage, signifying research efforts aimed at establishing a strong link between a quality-oriented culture and its impact on business processes. The findings emphasized that a culture of quality, deeply rooted in organizational values and fostered through effective teamwork, has tangible benefits for operational, managerial, and strategic aspects of an organization. These benefits include an enhanced customer focus, improved performance, and increased trust among employees, contributing to the overall success and competitiveness of the organization [71].

In 2007 and 2008, patient safety emerged as the most widely used keyword. During this period, studies established that organizational culture plays a predictive role in determining the quality of care. To prevent mistakes and enhance patient safety, principles for redesigning processes and implementing standardized care approaches were proposed, recognizing the significance of transforming traditional cultures [72]. However, cultural barriers and impediments related to employees are considered subtle and deeply ingrained phenomena. Understanding the complex interplay of systems, technology, leadership, and organizational functioning remains an unexplored territory [72].

In 2010 and 2012, patient safety regained prominence as the most utilized keyword, with studies emphasizing that errors in healthcare are often the result of communication failures and inadequate knowledge transfer. The standardization of clinical protocols and safety practices was highlighted as crucial for maintaining control [73]. Strategies encompassing training, tools, and organizational culture were proposed to address these challenges [74].

From 2015 to 2022, patient safety gained renewed attention, with studies addressing concerns and revealing that organizational culture can hinder patient safety. However, critical thinking was identified as a means to overcome these obstacles [75]. Strong leadership and improved communication were also identified as essential factors in promoting patient safety [76].

For instance, in China, there is a growing trend toward a culture of patient safety, although considerable work still remains to be done [77]. Furthermore, cultural and international differences must be considered when implementing new healthcare technologies, as different professional groups may have varying perceptions of a safety culture (2022). It is worth noting that a culture of patient safety is a relatively unknown concept and is not widely measured in most Latin American countries. Consequently, studies recommend incorporating patient safety content into higher education curricula, with an emphasis on developing communication, leadership, and teamwork skills [78].

Figure 11 shows the frequency and validity of the keywords based on year. Quadrant I indicates the most frequent and current terms. Among the keywords that stand out are research associated with safety culture and nurses. Such studies propose that the promotion of a culture of patient safety is the best way to overcome challenges in different health areas, including nursing, and that a culture of patient safety should be promoted through the development of policies that regulate the incidence and notification of adverse events, proposing a culture free of guilt [79], as recent studies show that a culture of safety in health units is still incipient [80].

Quadrant II contains terms that are less frequent but more current, reflecting emerging trends in recent years. One notable term is the safety attitude questionnaire and survey, which focuses on the application of validated scales to obtain accurate information about the attitudes and behaviors of organization members. For example, a survey conducted among pharmacy personnel in Saudi Arabia revealed that the organizational culture fell below the standard [81]. This highlights the significance of assessing and addressing organizational culture for ensuring safety and improving performance.

Safety management is another important term in this quadrant. Its implementation in sectors such as aviation [82] and hospitals [83] is crucial for guaranteeing safety. Knowledge sharing is also an essential term associated with technological advancements and their impact on organizational operations. While research on culture and safety models has advanced, there is a need to enhance the capacity to capture and reflect dynamic changes. Therefore, knowledge exchange plays a vital role in improving processes, breaking down barriers to accepting and sharing information [84,85].

The term change management is also present in this quadrant, as studies reveal that many projects fail due to poor organization, action plans, leadership, and limited organizational culture. Change management is recognized as a motivational tool for human capital, and together with effective leadership, they can serve as pillars for success [86].

Lastly, the term safety climate emerges, with studies focusing on unfavorable perceptions within hospitals. For instance, in Brazil, weaknesses in management and a need for improvement in the perceived safety climate were identified [25]. Similar deficiencies in the safety climate were also observed in Jordan, within the framework of organizational culture [25]. These deficiencies were further accentuated during the COVID-19 pandemic, as countries like Poland, France, Spain, and Turkey reported the worst working conditions [87]. These findings underscore the importance of fostering a positive safety climate and addressing organizational culture to enhance safety and well-being in healthcare settings.

Quadrant III contains less frequent and less current terms. A focus on interprofessional collaboration highlights that a safety culture continues to be a critical factor and that interprofessional collaboration is required to reduce errors and improve quality [88]. Research that includes the term human resource management focused on the management of human resources, which is essential in change processes because the way in which people experience work affects their individual performance, experience, and results, and therefore, the performance of the organization [89].

The term job satisfaction is included in studies that establish that work motivation is associated with salary and career opportunities [90] and that timely attention should be paid to disruptive behaviors associated with teamwork, safety climate, work and personal life, burnout and depression [91].

The terms healthcare and critical care are closely associated with patient healthcare, and related results indicate that good care is fundamentally linked to a collective leadership style, which would promote high-quality care cultures through the development of strategies that guarantee leader participation, leadership skills, and leadership cultures [92].

The word collaboration also appears in this quadrant. Related studies seek to determine the effect of collaboration in an organization on building culture and how it can improve through active participation in events that enhance the qualities of collaborators hand in hand with managerial support [93]. For example, studies of people on surgical teams in the United States reveal that collaboration must be effective at key moments because it is necessary to establish a consensus regarding the best practices based on the actual circumstances and the commitment of the organization [94].

Quadrant IV contains the most frequent but less current terms. Quality improvement is addressed in studies that focus on promoting quality improvements as part of improving organizational culture after noticing professional burnout over time. For example, in the medical area, burnout diminishes the quality of care and continuous improvement; therefore, it is necessary to change the culture toward organizational initiatives, such as a culture of meaning and mission, work capacity, control and flexibility in decision-making and creativity in work–life balance [95].

Another term that appears is leadership, with studies emphasizing that improvement processes such as performance management and responsibility are fundamental components of a solid organizational culture [96]. However, studies reveal that in health centers, there is little empirical evidence of how leadership truly works in practice; instead, behaviors that are oriented toward the staging of transformational leadership were observed [97].

Finally, in studies, communication is noted as the essential component in any organization; poor communication can hinder normal operational processes and the transfer of information. Communication is a necessary requirement to address concerns, compliance, deficiencies, and successes within an organization as part of its dynamic social process, creating an environment of mutual respect [98].

Figure 12 shows the research agenda concerning organizational culture and teamwork. Many concepts were relevant years ago and are still the subject of research today: patient safety, leadership, organizational climate, knowledge exchange, safety management, survey, etc. These dimensions reflect the concern to redirect and improve the journey of an organization toward preventing errors to guarantee a prosperous and resilient workforce [99].

Safety climate plays an important role in work teams; however, it depends on contextual factors, place, and an individual’s own commitment. In that sense, specific situations of the work environment must be addressed; however, tools for data collection, such as validated surveys, are still in the process of design and improvement. The exchange of knowledge is another recent dimension that is an object of study. Knowledge received and shared strengthens working groups; however, it is still necessary to investigate how to manage knowledge receiving and sharing to achieve maximum efficiency because studies have shown, as in the case of Bogotá, that small percentages of companies in cultural and creative industries practice knowledge exchange, which together with the possible lack of commitment, trust and availability of members for work teams constitutes an obstacle to be overcome [100].

The application of surveys is becoming more frequent in healthcare organizations to improve reliability and identify areas that require improvement [76]. However, validated surveys are still limited, and only non-standardized empirical information is collected in many cases. The management of safety within an organization has also been a topic of concern in recent years, especially in the areas of health, and it is a key component of achieving safe and sustainable healthcare services; however, the evidence points to weaknesses in management aspects, requiring further investigation to elucidate questions and propose precise alternatives that contribute to consolidating the purposes of an organization [101].

The prominence in the scientific literature of concepts such as medical errors or healthcare reinforces the importance, on the one hand of healthcare organizations themselves, and on the other hand, safety and health in all organizations, in terms of organizational culture. Future research should expand the relationship between worker healthcare and organizational culture to increase and consolidate knowledge about a leading topic within the relevant scientific literature.

Another concept that is gaining importance in the scientific literature, not only recently but also soon, is that of questionnaires concerning safety attitudes, such as an instrument validated by the World Health Organization that measures the safety climate. However, future research should expand the current knowledge base of safety questionnaires in the context of emerging countries and apply such measures to populations with other types of cultural needs.

Research on organizational change, quality care, collaboration and empowerment has been declining in recent years. However, such concepts are dimensions that are part of organizational culture, as has already been mentioned regarding collaboration between areas and work teams, allowing the efficient processing of information and the reduction or prevention of errors, with a high sense of commitment and motivation to empower teams to meet organizational goals [102]. However, further investigation is needed, as there are still weaknesses that must be identified to manage these factors appropriately, respecting the different contexts. Importantly, organizational culture is a dynamic process, and leaders must generate satisfaction at work at the micro, meso and macro levels of an organization, generating self-awareness for both employees and users, where feedback and innovation must be constant in the face of changing needs.

3.3. Practical Implications

This bibliometric study of organizational culture and teamwork provides valuable theoretical contributions to the field of research in both public and private organizations. The identified thematic evolution reveals a shift in focus from professional status inequalities in 1992 to a greater emphasis on aspects associated with patient safety in the past nine years. This change reflects the growing concern regarding healthcare quality and error reduction in healthcare settings.

When analyzing the conceptual terms, an affinity is observed among keywords such as empowerment, training, primary care, medical errors, human factors, qualitative research, and patient care team. These concepts underline the importance of strengthening the training and empowerment of professionals in any setting, as well as implementing customer/user-centered practices and promoting qualitative research to better understand the human factors that influence organizational performance and outcomes.

In terms of practical implications, the results of this study are relevant for decision-making and management in various organizations. Implementing quality improvement strategies that focus on strengthening organizational culture and teamwork in general is suggested. The emphasis on safety and error reduction is applicable in any context where enhanced quality and efficiency of organizational processes is sought.

Managers and leaders in diverse organizations should pay attention to emerging terms such as survey, attitude questionnaire, and safety management. These concepts reflect the increasing importance of systematic data collection, attitude assessment, and risk management strategies in any type of organization. Furthermore, the significance of organizational culture and the role of employees overall are highlighted, indicating the need to focus on their training and empowerment to promote effective practices and successful performance in all areas of the organization.

3.4. Limitations

It is important to acknowledge certain limitations and suggest directions for future research to further strengthen the obtained results. Firstly, the present study was exclusively based on the Scopus and Web of Science databases, which may have resulted in the exclusion of relevant publications from other sources. Therefore, to ensure a comprehensive analysis of the literature, it is suggested to consider the incorporation of additional databases in future research. This would broaden the scope and diversity of the included studies.

Furthermore, although bibliometric indicators were used to assess quantitative and structural aspects, it is essential to recognize the inherent limitations of such indicators. Hence, it is recommended to complement quantitative approaches with more detailed qualitative analyses. This would enable a deeper understanding of the underlying factors driving organizational culture and teamwork, as these aspects can be challenging to capture solely through bibliometric metrics.

Regarding future research directions, it would be beneficial to explore the relationship between organizational culture and teamwork in different organizational contexts, such as specific industries or geographical regions. Each context may present particularities and unique dynamics that can influence how organizational culture relates to teamwork. Therefore, by considering these contextual variations, a more comprehensive and applicable understanding would be gained for diverse work environments, providing fuller and more detailed insight into the subject for professionals and managers interested in the continuous improvement of collaboration and organizational performance.

By addressing these limitations and following the suggested research directions, future studies can enhance the understanding of the complex relationship between organizational culture and teamwork. This, in turn, will lead to more robust practical implications for managers and professionals seeking to optimize performance and collaboration in various organizational settings.

4. Conclusions

Research conducted on organizational culture and teamwork reveals the growing interest of organizations in examining the development of people within their work environments, determining their thoughts, interpretations, and socialization patterns and how they align with the guidelines, norms, and dominant beliefs of an organization.

For the bibliometric analysis, information was obtained from Scopus and Web of Science, with the main search terms “organizational culture” and “teamwork” yielding a total of 836 results. The results suggest that the former can play a significant role in shaping the latter and that there are a number of key dimensions of organizational culture that are particularly important for teamwork, such as safety climate and knowledge sharing. In turn, several emerging areas of research in the field are identified, including the relationship between organizational culture and worker healthcare, the use of questionnaires to measure safety attitudes, and the implementation of safety management strategies.

Analysis of the data indicated a cubic polynomial increase in publications through 2019. In the following years up to 2022, there was a decline, which can be attributed to the COVID-19 pandemic, during which the activities of many organizations were hampered. Quantity indicators by country showed the United States to have extensive productivity; quality indicators (journal citations) indicated that the United States and the United Kingdom were highly productive, with Annual Review of Psychology (USA), Journal of Interprofessional Care (UK) and BMJ Quality and Safety (UK) standing out. The most prominent authors on the subject are Johnson M., Ilgen D.R., Jundt D. Hollenbeck J.R., each with 1428 citations.

In this regard, the keywords most used in research have changed over time. Whereas, in the early years, the focus was on inequalities in professional status, productivity, and vision for the future, in recent years, the focus has shifted to safety culture, communication, and knowledge management. There is growing interest in the role of organizational culture in patient safety. Studies have shown that a patient safety culture can help prevent errors and improve the quality of care. In addition, cultural differences need to be considered when implementing new technologies in healthcare. Different professional groups have different perceptions, and this can affect the way in which new technologies are adopted. There is a need to promote policies that regulate the incidence and reporting of adverse events.

Regarding the research agenda, i.e., the direction of future research based on the main themes derived from the research field, there is a need to expand existing knowledge on concepts such as patient safety, leadership, organizational climate, knowledge sharing, and safety management. In addition, future studies should delve deeper into the topic of healthcare, as well as into questionnaires on safety attitudes, such as the tool validated by the WHO for the assessment of safety climate, and their application in the context of emerging countries with specific cultural and health needs different from those of developed countries, as well as studying the benefits associated with different organizational contexts, such as specific industries or geographic regions, as each case may present unique particularities and dynamics that may influence the relationship of the variables.

Author Contributions

Conceptualization, H.I.M.-H., M.H.V.-C., J.V. and J.D.-C.; data curation A.V.-A., J.V. and J.D.-C.; formal analysis, H.I.M.-H. and C.J.M.-V.; funding acquisition, H.I.M.-H., C.J.M.-V. and J.D.-C.; investigation, H.I.M.-H. and M.H.V.-C.; methodology, H.I.M.-H., C.J.M.-V., J.V. and J.D.-C.; resources, A.V.-A. and J.D.-C.; software, M.H.V.-C., J.V. and J.D.-C., supervision, H.I.M.-H. and C.J.M.-V.; visualization, J.V.; writing—original draft, H.I.M.-H., C.J.M.-V., A.V.-A., M.H.V.-C., J.V. and J.D.-C.; writing—review & editing, H.I.M.-H., J.V. and J.D.-C. All authors have read and agreed to the published version of the manuscript.

Institutional Review Board Statement

Not applicable.

Informed Consent Statement

Not applicable.

Data Availability Statement

The data may be provided free of charge to interested readers by requesting the correspondence author’s email.

Conflicts of Interest

The authors declare no conflict of interest.

Footnotes

Disclaimer/Publisher’s Note: The statements, opinions and data contained in all publications are solely those of the individual author(s) and contributor(s) and not of MDPI and/or the editor(s). MDPI and/or the editor(s) disclaim responsibility for any injury to people or property resulting from any ideas, methods, instructions or products referred to in the content.

Figures

Figure 1. PRISMA flow chart—2020.

Figure 2. The number of publications on organizational culture and teamwork per year.

Figure 3. Number of articles about organizational culture and teamwork published per journal.

Figure 4. Number of publications on organizational culture and teamwork published by country.

Figure 5. Number of publications on organizational culture and teamwork by author.

Figure 6. Number of citations in journals that publish on organizational culture and teamwork.

Figure 7. Quality by author citations for studies related to organizational culture and teamwork.

Figure 8. Network of keywords in organizational culture and teamwork publications.

Figure 9. Overlay of keywords in organizational culture and teamwork publications.

Figure 10. Keywords most used by year in research related to organizational culture and teamwork.

Figure 11. Quadrants of the validity of topics related to organizational culture and teamwork.

Figure 12. Research agenda concerning organizational culture and teamwork.

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