RESUMEN
The twin focus on healthcare and digital transformation during the past two decades, which was intensified by the COVID-19 pandemic to an unanticipated level, has resulted in the mushrooming of literature in the area. While this has enriched the available insights, it has also created a certain amount of confusion, and there is now a need to make sense of what has been achieved before undertaking research that contributes more meaningfully to theory and practice in the area. Motivated by this need, we systematically analyze and evaluate the existing empirical research on the topic of disruptive digital innovations in healthcare. We followed a five-step approach to identify and analyze 42 congruent studies spread across domains, publishers, and geographies to achieve our objective. The outcome of our review is a conceptual framework that could serve to motivate and support future research. First, we presented a bibliographic sketch of the literature to clarify the milieu and descriptives. Next, we performed content analysis to organize the existing evidence into meaningful streams. Towards this end, we followed a structured approach to the review by defining the scope through a matrix–form conceptual framework to guide thematic analysis. Accordingly, we reported on the findings from three perspectives—theoretical, enabler, and barrier—anchoring them in four innovation implementations/outcomes: products, services, processes, and business models. Our analysis suggests that existing scholarship has drawn upon various interdisciplinary theories to map the enablers as well as the barriers that may inhibit the adoption and usage of these disruptive innovations. Based on the findings of our structured approach, we offer useful recommendations to advance research and practice in this field.
RESUMEN
The rise of new-age technologies has spurred a new industrial revolution, resulting in a digital transformation in the way we work. The global COVID-19 pandemic has further accelerated the digitalization of work. While digitalization has many positive outcomes, its darker side should be proactively managed, not neglected. In this regard, this paper aims to identify and investigate human resource (HR) practices that can enable employees to manage the challenges caused by digitalization in the future of work (FoW). To do so, we employ fuzzy total interpretive structural modeling (TISM) on survey data acquired from senior professionals with HR responsibilities to ascertain the influence of HR practices in managing the dark side of digitalization in FoW. In doing so, we showcase the influence of (i) practices that promote work-life balance, (ii) democratization of work and work technologies, (iii) practices that promote employee empowerment, (iv) practices that promote entrepreneurial behavior, (v) reskilling for mastery, and (vi) practices that promote employee wellbeing in managing the dark side of digitalization in FoW, thereby advancing theory and practice of FoW.