The Digital Transformation of Healthcare

Belliger, Andréa; Krieger, David J.

doi:10.1007/978-3-319-73546-7_19

Cited by 34 publications

(11 citation statements)

References 4 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The efficient and orderly operation of the health care sector is vital to government, business, and society (Belliger and Krieger, 2018) as illustrated with total clarity by the COVID-19 pandemic. Whilst digital transformation offers a way of innovating and improving efficiencies, and there are many successful cases, it is, overall, failing to achieve its full potential as reported by the NAO.…”

Section: Background To Health Care Sector Challengesmentioning

confidence: 99%

“…In response to this question, we outline seven steps in a conceptual model which we call the digital transformation loop (these being: prepare , scan , prioritise , learn , experiment , plan , and build ) which coalesce to form a structured, agile approach to digital transformation. Digital transformation has been critical to driving innovation in the health care sector (Agarwal et al, 2010; Belliger and Krieger, 2018; Ford et al, 2017; Kraus et al, 2021), which we adopt as an example to illustrate the aforementioned steps. We also document several reflective questions for all organisations to consider in navigating these steps.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

The benefits of agile digital transformation to innovation processes

Palfreyman

Morton

2022

Journal of Strategic Contracting and Negotiation

View full text Add to dashboard Cite

Digital transformation drives sustained business value through the use of digital technology. However, there is often confusion regarding what steps organisations should follow to achieve digital transformation, including to benefit innovation processes. In this study, we outline seven steps in a conceptual model – the digital transformation loop – which organisations can adopt for what we call ‘agile digital transformation’. We use the UK health care sector as a case example, which is central to social and economic infrastructures, yet faces continued innovation challenges. Our aim is to offer a compelling and accessible conceptualisation that illustrates challenges faced by the health care sector and poses questions that all organisations need to reflect upon to realise innovation benefits that arise from the agile adoption of digital technology. We argue that agile digital transformation must be part of achieving a clear strategic vision and should drive sustained and demonstrable business value.

show abstract

Section: Background To Health Care Sector Challengesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The benefits of agile digital transformation to innovation processes

Palfreyman

Morton

2022

Journal of Strategic Contracting and Negotiation

View full text Add to dashboard Cite

show abstract

“…An integrated system-wide view of eHealth allows us to deepen the mechanisms that enable the provision of a range of consumer-centric services by coordinating the multiplicity of actors engaged in eHealth through technology platforms. These digital platforms act as a digital backbone, supporting and facilitating resource integration among the different actors to share diagnosis decisions and e-therapies and to create participative medical research and e-patient communities (Kraus et al , 2021; Belliger and Krieger, 2018). For example, it allows both historical and real-time data exchange and gives the actors access to personalised services, such as on-demand interactions with caregivers and analytical modelling of patients’ tailored treatment paths.…”

Section: A Service Ecosystem Perspective Of Ehealthmentioning

confidence: 99%

The long and winding road of eHealth. The service ecosystem perspective

Sebastiani

Anzivino

2021

JBIM

View full text Add to dashboard Cite

Purpose This paper aims to investigate the eHealth ecosystem’s evolution during the coronavirus disease 2019 (COVID-19) pandemic and its effects on the progression of care for patients with chronic cardiovascular disease. Design/methodology/approach To attain the aim of the study, this study chose to adopt a qualitative method that matches the complexity of the issue. The study was conducted in a real context through 44 face-to-face semi-structured interviews of key informants at different levels of the Italian eHealth service ecosystem, via Microsoft Teams. The interviews were carried out from June 2020 to January 2021. In this research, we adopted an abductive approach that enabled a process where the theoretical framework and the data analysis evolved at the same time. Findings The study results were used to develop a conceptual framework that considers the key factors enabling and constraining the evolutionary process of the eHealth service ecosystem. In particular, the drivers that emerged from the study were actor role empowerment, actor–network engagement and resource reconfiguration while the inhibitors were inter- and intra-actor misalignment, resource myopia and the platformisation gap. The findings also revealed the pivotal role of the meso level in the development of the eHealth service ecosystem, boosted by the COVID-19 pandemic. Originality/value By adopting a service ecosystem perspective, this paper contributes, at both a theoretical and a managerial level, to a better understanding of the dynamics related to the diffusion of eHealth. The study identifies the main issues that researchers, managers and policymakers should address to support the evolution of the eHealth service ecosystem, with particular regard to chronic cardiovascular disease.

show abstract

“…Digital technologies promote openness (affecting its degree, scale and scope); facilitate the sharing and expansion of ideas in a context of non-hierarchical, flexible, participative, inclusive, connected and complex networks; and foster emergence rather than centralisation (Nambisan et al , 2019; Yoo et al , 2010). Thus, in the digital era, the hierarchical symbol of the pyramid is replaced by the cloud, signifying that knowledge is unlimited, connected, complex and widely diffused (Belliger and Krieger, 2018).…”

Section: Learning and Decision Making In The Digitised Economymentioning

confidence: 99%

Digital transformation in the economics of complexity: the role of predictive models in strategic management

Iscaro

Castaldi

Maresca

et al. 2021

JSMA

View full text Add to dashboard Cite

Purpose This paper aims to investigate the role of predictive models in the learning and decision-making processes of strategic management. The rapid advancement of digitalisation has contributed to increasing the complexity of the worldwide economy and led to various new competitive dynamics. Design/methodology/approach To achieve this purpose, a literature review has been carried out and a predictive model based on Watson, an IBM supercomputer, is presented as a qualitative process model. Findings Specific insights derived from a review of the literature highlight organisations' need to modify their decision- and strategy-making processes, which are increasing in speed and frequency, thus also leading to the formulation of emergent and trigger event strategies based on the identification of conditions that require the revision of all or part of the firm's strategy. Predictive models, acting as filters, transform data into informative knowledge that decision-makers can interpret based on individual domain knowledge. Originality/value From a theoretical point of view, this paper contributes to the field of digital transformation by proposing the economics of complexity as a paradigm through which to observe and study the issue of predictive models in strategic management. Additionally, the authors analyse the phenomenon from a cognitive perspective, defining the new learning dynamics of digital transformation and the social learning cycle triggered by big data and predictive models. From a managerial and policy-making point of view, this suggests the need to re-shape traditional education contents and dynamics and foster skills that are multi-disciplinary, multi-domain, multi-empathic, multi-interaction and multi-communication between people and things.

show abstract

The Digital Transformation of Healthcare

Cited by 34 publications

References 4 publications

The benefits of agile digital transformation to innovation processes

The benefits of agile digital transformation to innovation processes

The long and winding road of eHealth. The service ecosystem perspective

Digital transformation in the economics of complexity: the role of predictive models in strategic management

Contact Info

Product

Resources

About