CREATING BALANCING SPACES FOR DIGITAL AMBIDEXTERITY: IDENTIFYING DIVERGENCE AND COMPETING DEMANDS IN HEALTHCARE TRANSFORMATION INITIATIVES

IF 1.3 Q3 MANAGEMENT
Peter E. Johansson, Ioana Stefan, K. Axelsson, Tobias Söderberg, Katarina Forsberg
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引用次数: 0

Abstract

Digital transformation is crucial for the healthcare sector, yet research shows that it also possesses a series of challenges at system-, organisational-, and individual levels, which require balancing. In this study, we adopt paradox theory to understand the balancing practices and requirements for digitalisation in healthcare. Based on gaps in previous research and practice, this paper aims to explore what characterises the different kinds of tensions and organisational paradoxes related to digital transformation. Also, this paper discusses how balancing practices in digital transformation are constrained and enabled. The paper is based on a project run in co-production between researchers at the Mälardalen University and project partners at a healthcare Region in Sweden. In the findings, two kinds of tensions are identified in digital transformation initiatives: Divergence at different organisational levels and competing demands between past, present and future needs. The divergent views are characterised by being latent while the competing demands are characterised by being salient to the organisation. This is followed by a discussion about balancing practices enabling digital ambidexterity and spurring virtuous cycles.
为数字二元性创造平衡空间:识别医疗转型举措中的分歧和竞争需求
数字化转型对医疗保健行业至关重要,但研究表明,数字化转型在系统、组织和个人层面也面临一系列挑战,需要平衡这些挑战。在本研究中,我们采用悖论理论来理解医疗保健数字化的平衡实践和要求。基于以往研究和实践的空白,本文旨在探讨与数字化转型相关的不同类型的紧张关系和组织悖论的特征。此外,本文还讨论了如何约束和启用数字转换中的平衡实践。这篇论文是基于Mälardalen大学的研究人员和瑞典一个医疗保健地区的项目合作伙伴共同开展的一个项目。在调查结果中,在数字化转型计划中发现了两种紧张关系:不同组织层面的分歧以及过去、现在和未来需求之间的竞争需求。不同意见的特点是潜在的,而竞争的要求的特点是突出的组织。接下来是关于平衡实践的讨论,使数字双重性和刺激良性循环。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
CiteScore
3.70
自引率
14.30%
发文量
84
期刊介绍: The International Journal of Innovation (IJIM) is the official journal of the International Society of Professional Innovation Management (ISPIM). Both the IJIM and ISPIM adopt a multi-disciplinary approach to addressing the many challenges of managing innovation, rather than a narrow focus on a single aspect such as technology, R&D or new product development. Both are also international, inclusive & practical, and encourage active interaction between academics, managers and consultants.
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