ABSTRACT
This research aims to examine specific issues that how healthcare institutions successfully manage IT projects after the deadly disease of COVID-19. The world's healthcare institute changed its traditional way of treatment to IT-based equipment after COVID-19. Hence, this study investigated the how digital orientation helps healthcare institutes for successful management of IT. Our study identifies the critical role of digital orientation and innovation adaption in the successful management of IT. The mediating role of innovation adaption in the association between digital orientation and successful management of IT was also investigated. In total, 456 questionnaires were used for the collection of data from eight different healthcare centers. We selected participants through random sampling. Findings on the healthcare institution showed that successful management of IT is predicted through digital orientation. This study's results proved that digital orientation impacts innovation adaption, and similarly, innovation adaption influences the successful management of IT. The outcomes show the mediating role of innovation adaption in the linkage between digital orientation and successful management of IT. Current research contributes to the existing literature through combined impacts of the digital orientation, innovation adaption, and successful management of IT through means of demonstrating how, when, and why digital orientation supports the successful management of IT. Moreover, innovation adaption performs a significant role in the extant digitalize world; thus, we chose innovation adaption as a mediator in this study.
ABSTRACT
Purpose: This paper aims to empirically assess the impact of Dynamic Capabilities (DC) on the agility and resilience of hotel Supply Chains (SCs) during the COVID-19 pandemic. Design/methodology/approach: We adopted a covariance-based structural equation modeling (CB-SEM) approach. Survey data from 268 respondents of various hotels in the United Arab Emirates (UAE) was collected by operationalizing the theoretical constructs using established scales. Findings: Results showed complete mediation of SC agility for the relationship between seizing, transformation, and resilience. We did not find any support for the mediation of SC agility for the relationship between sensing and resilience. Besides, the moderation of Digital Orientation (DO) for the relationship between SC agility and resilience is also an interesting fining. Research limitations/implications: The primary limitation of our study is that it utilizes cross-sectional data from a single geographic location, and the data was collected at the peak of the pandemic. Practical implications: The empirical support for the generic DCs process's relationship with the adaptive response of hotels during the Covid-19 pandemic underscores the importance of developing organization-wide sensing, seizing, and transformation capabilities Originality/value: The proposed model responds to the recent literature that suggests that a direct measurement of sensing, seizing, and transforming would give a complete picture of how generic DC processes shape the organizational responses to market uncertainties. Also, our conceptualization that SC agility is a necessary intervening step between the DCs sensing seizing and transforming processes and firm resilience is a novel contribution to the literature. © 2022 Elsevier Ltd
ABSTRACT
Despite the growing importance of digital transformation, empirical research on the drivers of digital transformation is still lacking, creating a knowledge gap. The purpose of this study is to explore the effect of digital orientation and digital capability on digital transformation, as well as the mediating effect of digital transformation on revenues and business models of SMEs during the COVID-19 pandemic. This paper examines a new conceptual framework designed on resource-based theory perspectives by using survey data of 246 SMEs in Latvia. To achieve the research purpose, this study used a mediation analysis to examine the direct effect of digital orientation and digital capability on digital transformation, as well as to explore the mediating effect of digital transformation on SME outcomes. Our results reveal that both digital orientation and digital capability have direct positive effects on digital transformation. We also found that digital transformation has a positive mediating effect from digital orientation on revenue and business model, as well as from digital capability on revenue. These findings could be useful for policymakers, managers and practitioners to clarify how digital orientation and digital capability intermediated through digital transformation affect the outcomes of SMEs. © 2022 by the authors. Licensee MDPI, Basel, Switzerland.
ABSTRACT
BACKGROUND: Almost all health systems have developed some form of customer-facing digital technologies and have worked to align these systems to their existing electronic health records to accommodate the surge in remote and virtual care deliveries during the COVID-19 pandemic. Others have developed analytics-driven decision-making capabilities. However, it is not clear how health systems in the United States are embracing digital technologies and there is a gap in health systems' abilities to integrate workflows with expanding technologies to spur innovation and futuristic growth. There is a lack of reliable and reported estimates of the current and futuristic digital orientations of health systems. Periodic assessments will provide imperatives to policy formulation and align efforts to yield the transformative power of emerging digital technologies. OBJECTIVE: The aim of this study was to explore and examine differences in US health systems with respect to digital orientations in the post-COVID-19 "new normal" in 2021. Differences were assessed in four dimensions: (1) analytics-oriented digital technologies (AODT), (2) customer-oriented digital technologies (CODT), (3) growth and innovation-oriented digital technologies (GODT), and (4) futuristic and experimental digital technologies (FEDT). The former two dimensions are foundational to health systems' digital orientation, whereas the latter two will prepare for future disruptions. METHODS: We surveyed a robust group of health system chief executive officers (CEOs) across the United States from February to March 2021. Among the 625 CEOs, 135 (22%) responded to our survey. We considered the above four broad digital technology orientations, which were ratified with expert consensus. Secondary data were collected from the Agency for Healthcare Research and Quality Hospital Compendium, leading to a matched usable dataset of 124 health systems for analysis. We examined the relationship of adopting the four digital orientations to specific hospital characteristics and earlier reported factors as barriers or facilitators to technology adoption. RESULTS: Health systems showed a lower level of CODT (mean 4.70) or GODT (mean 4.54) orientations compared with AODT (mean 5.03), and showed the lowest level of FEDT orientation (mean 4.31). The ordered logistic estimation results provided nuanced insights. Medium-sized (P<.001) health systems, major teaching health systems (P<.001), and systems with high-burden hospitals (P<.001) appear to be doing worse with respect to AODT orientations, raising some concerns. Health systems of medium (P<.001) and large (P=.02) sizes, major teaching health systems (P=.07), those with a high revenue (P=.05), and systems with high-burden hospitals (P<.001) have less CODT orientation. Health systems in the midwest (P=.05) and southern (P=.04) states are more likely to adopt GODT, whereas high-revenue (P=.004) and investor-ownership (P=.01) health systems are deterred from GODT. Health systems of a medium size, and those that are in the midwest (P<.001), south (P<.001), and west (P=.01) are more adept to FEDT, whereas medium (P<.001) and high-revenue (P<.001) health systems, and those with a high discharge rate (P=.04) or high burden (P=.003, P=.005) have subdued FEDT orientations. CONCLUSIONS: Almost all health systems have some current foundational digital technological orientations to glean intelligence or service delivery to customers, with some notable exceptions. Comparatively, fewer health systems have growth or futuristic digital orientations. The transformative power of digital technologies can only be leveraged by adopting futuristic digital technologies. Thus, the disparities across these orientations suggest that a holistic, consistent, and well-articulated direction across the United States remains elusive. Accordingly, we suggest that a policy strategy and financial incentives are necessary to spur a well-visioned and articulated digital orientation for all health systems across the United States. In the absence of such a policy to collectively leverage digital transformations, differences in care across the country will continue to be a concern.