The impact of organizational blindness on nurses' commitment in healthcare settings

This study investigates the relationship between organizational blindness and organizational commitment among nurses, exploring how demographic and professional factors shape affective, normative and continuance commitment. By emphasizing workforce well-being, organizational transparency and sustainable healthcare management, the study supports the United Nations Sustainable Development Goals of Decent Work and Economic Growth.

A cross-sectional design was used with 269 nurses employed in a private hospital in Türkiye. Data were collected using a Demographic Information Form, the Organizational Commitment Scale and the Organizational Blindness Scale. Descriptive statistics, t-tests, ANOVA, Pearson correlation, linear regression and logistic regression were conducted. Assumptions of normality, homoscedasticity, autocorrelation, and outlier independence were confirmed.

Nurses reported moderate levels of organizational blindness and commitment. Blindness was significantly and negatively but low correlated with commitment (r = -0.266, p < 0.001), explaining 7.1% of the variance (R2 = 0.071). Being married (OR = 2.05, p = 0.031) and having longer professional experience (p = 0.045) predicted higher commitment, whereas male gender and rotating shifts were linked to greater blindness.

The single-site, cross-sectional design limits causal inference and generalizability. Future multi-center and longitudinal studies are recommended.

Healthcare leaders should promote open communication, fair scheduling, mentorship and professional development to enhance commitment and reduce blindness.

Addressing organizational blindness and strengthening commitment can improve nurse retention, organizational culture and patient care quality.

A focused literature search (PubMed, Scopus and Web of Science; 2000-2025) revealed no prior Turkish empirical study on this link.