Innovative Management Practices and Organizational Performance in A Nigerian Teaching Hospital: Evidence from LAUTECH Teaching Hospital, Ogbomoso

The increasing complexity of healthcare delivery in Nigeria has intensified the need for teaching hospitals to adopt innovative management practices capable of improving efficiency, sustainability, patient-related outcomes and institutional competitiveness. This study examined the relationship between innovative management practices and organizational performance at LAUTECH Teaching Hospital, Ogbomoso, Oyo State, Nigeria. Specifically, the study examined the influence of technology innovation on operational efficiency, strategic innovation on sustainability, human resource innovation on patient satisfaction and organizational culture innovation on market reach. The study was anchored on the Innovation Diffusion Theory and the Resource-based View Theory. A descriptive survey design was adopted. The study population comprised 1,152 staff members of LAUTECH Teaching Hospital, while a target sample of 297 respondents was determined using the Yamane formula. Stratified and simple random sampling techniques were proposed to obtain respondents across staff categories. Data were collected using a structures five-point Likert-scale questionnaire. The empirical regression tables reported in thesis were based on 70 usable observations. Regression analysis was employed to test the study hypothesis. The results showed that the technology-related regression model significantly explained operational efficiency (F = 3.494, p = .012), although the individual technology coefficient was not statistically significant in the reported coefficient table. Strategic innovation predictors jointly had a significant relationship with sustainability (F = 2.758, p = .035; R2 = 14.5%). The human resource-related model was also statistically significant overall (F = 4.628, p = .001), although the individual human-resource coefficient was not significant. Organizational-culture-related predictors significantly explained market reach (F = 3.610, p = .004; R2 ≈ 25.6%). The findings suggest that innovative management should be treated as a multidimensional organizational capability requiring technological investment, strategic adaptability, effective human-resource systems and an innovation-supportive culture. The study contributes contextual evidence from a Nigerian public teaching hospital and provides implications for healthcare managers seeking to strengthen organizational performance through innovation. The study concludes that Innovation must be effectively adopted and embedded within organizational routines while the organization must possess and coordinate the resources and capabilities necessary to transform innovation into performance outcomes. The study recommends that LAUTECH Teaching Hospital should continue investing in appropriate digital health and management technologies while ensuring adequate staff training and technical support.