Modeling enablers of agility of healthcare organizations

Abstract

Purpose

This purpose of the study is to investigate enablers of building agility capabilities in healthcare organisations in developing countries. The key research questions are: (1) What are the key enablers for building healthcare agility? (2) Is there an interdependence among the enablers of healthcare agility? (3) What is the driving and dependence power of the enabling factors of healthcare agility?

Design/methodology/approach

The enablers for building capabilities of organisational agility were identified from the extant literature. Perceptual responses for pair-wise comparison of identified enablers were collected from 17 clinical and non-clinical professionals working in Indian hospitals through online interviews. Participants were selected from India which supposedly represents the socioeconomic contexts and healthcare systems in developing economies. Next, the data was analysed using multicriteria decision-making (MCDM) techniques to develop a structural framework depicting the enablers and their interdependence.

Findings

The TISM framework showed that the two most influential enablers of healthcare agility in developing countries are policy and regulatory support and strategic commitment and resource availability. The results were based on the analysis of four enablers identified from the literature. The results of MICMAC analysis revealed the driving and dependence power of each enabler and classified the enablers into driving, autonomous, dependence and linkage groups.

Practical implications

The study will help stakeholders and academics in the healthcare domain in devising effective strategies for building agility within healthcare systems and processes.

Originality/value

The study contributes to the service operations literature on building agile systems for dynamic and complex service environments.

Citation

Prashar, A. (2024), "Modeling enablers of agility of healthcare organizations", International Journal of Quality & Reliability Management, Vol. 41 No. 1, pp. 173-194. https://doi.org/10.1108/IJQRM-11-2022-0322