Modelling the readiness factors for agility in healthcare organization: a TISM approach

Abstract

Purpose The purpose of this paper is to identify and analyze the interactions among different readiness factors for implementing agility in healthcare organization. Total interpretive structural modeling (TISM) based readiness framework for agility has been developed to understand the mutual interactions among the factors and to identify the driving and dependence power of these factors. Design/methodology/approach The identification of factors is done by TISM approach used for analyzing the mutual interactions between factors. Cross-impact matrix multiplication applied to classification analysis is utilized to find the driving and dependent factors of agile readiness in healthcare. Findings This paper identifies 12 factors of readiness for change in literature review, which is followed by an expert interview to understand the interconnection of factors and to study interrelationships of factors. The study suggests that factors like environmental scanning, resource availability, innovativeness, cost effectiveness, organizational leadership, training and development are important for implementing/improving the readiness of agility in healthcare organizations. Research limitations/implications This research focuses mainly on readiness factors for agility in healthcare sector. Practical implications Top management must stress on readiness factors that have a strong driving power for efficient implementation of agility in healthcare. This study helps the managers to take quick decisions, and continuous monitoring of readiness factors would be more beneficial to improve the quality of service, which makes the organization more agile. Originality/value In this research, TISM-based readiness for agile framework structural model has been proposed for healthcare organizations, which is a new effort for implementation of agility in healthcare.

Analysis of critical success factors for blockchain technology implementation in healthcare sector

“…After this, the next two influencing CSFs are Management Stability (F42) and Appropriate Team Leadership (F43) (Balasubramanian et al. , 2021; Vashnavi et al. , 2019).…”

“…Likewise, Top Management Support (F41) is another influencing CSF. Without the top decision-makers support, it is impossible to implement new technology in the organization (Farooque et al, 2020;Shardeo et al, 2020;Vashnavi et al, 2019). Next, CSF is the Real-Time Processing (F12) which means that the computation should be executed within the specified time frame (Angraal et al, 2017;Haleem et al, 2021).…”

“…Next, CSF is the Real-Time Processing (F12) which means that the computation should be executed within the specified time frame (Angraal et al, 2017;Haleem et al, 2021). After this, the next two influencing CSFs are Management Stability (F42) and Appropriate Team Leadership (F43) (Balasubramanian et al, 2021;Vashnavi et al, 2019). Stable management and good team leadership ensure a pleasant and result-oriented environment desirable for any organization seeking blockchain implementation (Farooque et al, 2020;Shardeo et al, 2020).…”