Sustained Learning as a Dynamic Capability in Healthcare Digital Transformation

This study examines the relationship between digital transformation and human resource management (HRM) practices in public universities in the United Arab Emirates via a synthesis of Resource-Based View and Dynamic Capabilities Theory. Despite the growing interest in digital transformation, limited research has examined its implications within public universities in the United Arab Emirates. Adopting a conceptual approach, this paper provides a comprehensive framework that connects the important elements of digital transformation, comprising technological infrastructure, digital transformation culture, and human resource capabilities, to the core HRM practices, namely recruitment, training, and performance appraisal. This study contributes to the existing literature by proposing a dual conceptualization of digital transformation as both a strategic resource and an adaptive capability that enhances HRM effectiveness. Moreover, the current study proposes a structured questionnaire approach for future empirical validation using Structural Equation Modelling (SEM). It is expected that future empirical findings will demonstrate that it is not only the size of technology investment, but also the organization’s ability to develop dynamic capabilities like organizational learning and strategic flexibility that mediate the relationship between digital transformation and HRM practices. Despite the growing interest in digital transformation, limited research has examined its implications within public universities in the United Arab Emirates. In particular, little is known about the underlying mechanisms through which digital transformation influences HRM practices, especially the mediating role of dynamic capabilities. Furthermore, the integration of the Resource-Based View and Dynamic Capabilities Theory in explaining this relationship remains underexplored in higher education contexts. Accordingly, this study aims to develop a conceptual framework that explains the relationship between digital transformation and HRM practices in UAE public universities. The study draws theoretical implications through the integration of RBV and the dynamic capabilities perspective into the ecosystem domain of digital HRM, as well as for university leaders and policymakers who would design systematic processes to align digital transformation initiatives in a way that serves human resource strategies. It highlights the need to create a digital culture, develop workforce digital competencies, and take an integrated approach to build sustainable institutional performance.

PurposeAccording to reputation theory, enterprises that adopt a proactive approach to corporate social responsibility (CSR) are known to actively invest in corporate innovation. However, this theory does not fully explain the mechanisms through which CSR influences corporate innovation, nor does it address how to effectively amplify CSR’s positive impact on innovation. To overcome these limitations, this research aims to incorporate the theories of innovation investment and dynamic capabilities. Innovation investment theory elucidates how CSR can attract additional financing, which can be directed toward innovation activities. Meanwhile, dynamic capabilities theory highlights how digital transformation in enterprises can enhance the positive effects of CSR on innovation, providing insights from both theoretical and empirical perspectives.Design/methodology/approachTo demonstrate the mediating role of debt financing costs and the moderating role of enterprise digital transformation in the mechanism of CSR on corporate innovation, this research conducts fixes effects models by collecting 27,912 data points from 3,775A-share China-listed enterprises, ranging in period from 2010 to 2020. Empirical research once again proves that the theories of innovation investment and dynamic capabilities effectively compensates for the shortcomings of reputation theory. These three theories effectively explain that what is the effect of CSR on enterprise innovation? How does CSR influence corporate innovation? And through what mechanisms can CSR better enhance corporate innovation?FindingsAccording to innovation investment theory, the cost of debt financing mediates the positive relationship between CSR and corporate innovation. This occurs because enterprises with robust CSR practices are more likely to secure external funding, thereby reducing their costs associated with external debt financing. Lower debt financing costs provide a stable source of funds for corporate innovation. Additionally, dynamic capability theory suggests that enterprise digital transformation moderates the positive relationship between CSR and corporate innovation. Building on these insights, it is recommended that enterprises, especially state-owned ones, should prioritize technological innovation to enhance their competitiveness.Research limitations/implicationsThis research aims to address and narrow the knowledge gap regarding the relation between CSR and corporate innovation through theoretical and empirical analyses. With respect to the influence mechanism, this research solely based on innovation investment theory and dynamic capabilities theory, focuses on the influence mechanism of CSR on corporate innovation, with the debt financing costs as the mediating variable and digital transformation as the moderating variable. However, the influence mechanism turns out to be complicated and there is room for further exploring numerous mechanisms. For example, future research can focus on identifying additional channels through which CSR exerts an influence on corporate innovation based on TOE theoretical framework.Practical implicationsThis research presents several strategies to enhance corporate innovation based on its conclusions: First, enterprises should promptly publish social responsibility reports to build a positive industry reputation. Moreover, by actively participating in CSR activities, they can strengthen their networks and enhance their industry standing. Second, the significant mediating role of debt financing costs should not be ignored. Enterprises are encouraged to seek diverse financing channels to reduce financial pressures, address financing challenges and facilitate the coordinated development of CSR and innovation. Third, enterprise digital transformation significantly affects the impact of CSR on innovation. Therefore, enterprises should advance digital transformation initiatives that incorporate technological innovation, organizational improvements and integration with supply chain partners. Finally, it has been noted that state-owned enterprises are often less responsive to technological innovation than their non-state counterparts. SOEs could redefine the scope and priorities of their social responsibilities to prevent excessive resource consumption that could hinder innovation. For instance, integrating some of their social responsibilities with innovation projects could promote both social and technological innovation objectives. Additionally, the government could ensure fair resource distribution among different types of enterprises and provide an equitable financing platform to mitigate financial challenges for both state-owned and non-state-owned enterprises.Originality/valueReputation theory does not fully elucidate the mechanisms by which CSR influences corporate innovation or how to effectively enhance CSR’s positive impact on innovation. This research integrates the theories of innovation investment and dynamic capabilities to address these gaps. According to innovation investment theory, debt financing costs mediate the positive relationship between CSR and corporate innovation. Meanwhile, dynamic capabilities theory posits that enterprise digital transformation moderates this positive relationship, further strengthening the impact of CSR on innovation.

The drivers of the digital transformation in the healthcare industry: An empirical analysis in Italian hospitals

The COVID-19 pandemic has had a massive impact on societies and their healthcare systems all over the world. Despite all the disruption the pandemic caused, it also created the opportunity and necessity to accelerate the digital transformation in healthcare. Digital technologies were employed in various ways. First, they were used for treating both COVID-19 and non-COVID-19 patients under social distancing measures via telemedicine. Second, digital technologies such as artificial intelligence or mobile applications were utilized as tools for improving contact tracing, diagnosis, and treatment of COVID-19. In addition, regulations were adapted or suspended in order to facilitate the use of these digital technologies. This chapter not only summarizes the impact of the COVID-19 pandemic on the digital transformation in healthcare, but also aims to provide fresh perspectives on how digitalization can outlast the pandemic and improve healthcare provision in the future.

PurposeIn the landscape created by digital transformation, developing the ability to adapt and innovate by absorbing and generating new knowledge has become a strategic priority for organizations. The theory of dynamic capabilities, especially from a knowledge-based perspective, has proven particularly useful in studying the phenomena of transformation and change. Moving from this premise, this paper aims to map the state of research and to define guidelines for the actualization of dynamic capabilities theory in the digital transformation era.Design/methodology/approachA structured literature review of 75 papers, using descriptive, bibliographic and content analysis, was performed to analyze the evolution of dynamic capabilities in the context of digital transformation.FindingsStudies concerning knowledge-based dynamic capabilities for digital transformation have been clustered into five main research areas: the micro-foundation of dynamic capabilities for digital transformation; dynamic capabilities for value creation in digital transformation; dynamic capabilities for digital transition in specific industries; dynamic capabilities for “data-driven organizations”; and dynamic capabilities for digital transformation in SMEs and family firms. A future research agenda for scholars in strategic management is presented.Practical implicationsA conceptual framework and a future research agenda are presented to highlight directions for this promising research field concerning the renewal of dynamic capabilities in the context of digital transformation.Originality/valueThe originality of the paper lies in the conceptual framework aiming to systematize current research on knowledge-based dynamic capabilities for digital transformation and to provide a new conceptualization of digital dynamic capabilities, clarifying how organizations create and share knowledge in the era of digitalization.

The Fourth Industrial Revolution (4IR), characterized by the integration of advanced digital technologies, is transforming industries globally and significantly impacting leadership practices, particularly in the healthcare sector. As organizations adapt to this digital evolution, the demand for effective leadership becomes increasingly critical. This paper explores Leadership 4.0, a framework that identifies the skills and competencies required for successful leadership in the digital age. The study employs a mixed-methods approach, combining a Systematic Literature Review (SLR) with qualitative insights gathered through case studies and the Delphi method, involving healthcare leaders, to investigate leadership practices in organizations undergoing digital transformation. Through case studies and literature reviews, the research seeks to provide a comprehensive understanding of the changing leadership landscape, addressing the unique challenges and opportunities presented by digital transformation in healthcare. The findings indicate that effective Leadership 4.0 requires a combination of digital literacy, strategic foresight, and emotional intelligence. Leaders must exhibit adaptability, drive innovation, and foster a culture of continuous learning to navigate the complexities of digital transformation successfully. The study also emphasizes the importance of internal branding as a critical strategy for aligning employees with the organization’s mission and digital vision, thereby fostering collective commitment to transformation objectives. Key challenges include resistance to change and the ongoing need for upskilling, while opportunities lie in leveraging digital innovations to enhance organizational performance.

Digital business model transformation (DBMT) necessitates new managerial capabilities, yet the existing literature lacks an empirical understanding of managerial capabilities as antecedents to strategic change and firm performance. This paper builds on dynamic managerial capabilities theory to argue that managerial human capital—composed of leadership and entrepreneurial skills—is a critical facilitator of DBMT and resultant firm performance. Further, the research model proposes that managers' social capital and cognition positively moderate the relationship between human capital and DBMT. The study's findings from a sample of German Industry 4.0 firms provide new insights into the significance of managerial capabilities in a digital economy. This study advances management literature by demonstrating that the benefits of managers' human capital for DBMT are contingent on its form: entrepreneurial skills facilitate digital transformation integral for firm performance, while leadership skills have no impact on firm performance—neither directly nor indirectly through DBMT. Thus, this study provides strong evidence of the importance of entrepreneurial skills in driving DBMT to increase firm performance. Further, the findings offer a nuanced account of the interrelationships between dynamic managerial capabilities, revealing that higher levels of social capital and lower levels of cognition increase the positive effect of entrepreneurial skills on DBMT. This study altogether reaffirms the significance of managers' dynamic capabilities for strategic change enabled by DBMT and their performance benefits, yet it reveals that the effect mechanisms differ from those found in nondigital research settings.

BackgroundDigital transformation in health care is being driven by the need to improve quality, reduce costs, and enhance the patient experience of health care delivery. It does this through both the direct intervention of technology to create new diagnostic and treatment opportunities and also through the improved use of information to create more engaging and efficient care processes.ObjectiveIn a modern digital hospital, improved clinical and business processes are often driven through enhancing the information flows that support them. To understand an organization’s ability to transform their information flows requires a clear understanding of the capabilities of an organization’s information technology infrastructure. To date, hospital facilities have been challenged by the absence of uniform ways of describing this infrastructure that would enable them to benchmark where they are and create a vision of where they would like to be. While there is an industry assessment measure for electronic medical record (EMR) adoption using the Healthcare Information and Management Systems Society Analytics EMR Adoption Model, there is no equivalent for assessing the infrastructure and associated technology capabilities for digital hospitals. Our aim is to fill this gap, as hospital administrators and clinicians need to know how and why to invest in information infrastructure to support health information technology that benefits patient safety and care.MethodsBased on an operational framework for the Capability Maturity Model, devised specifically for health care, we applied information use characteristics to define eight information systems maturity levels and associated technology infrastructure capabilities. These levels are mapped to user experiences to create a linkage between technology infrastructure and experience outcomes. Subsequently, specific technology capabilities are deconstructed to identify the technology features required to meet each maturity level.ResultsThe resulting assessment framework clearly defines 164 individual capabilities across the five technology domains and eight maturity levels for hospital infrastructure. These level-dependent capabilities characterize the ability of the hospital’s information infrastructure to support the business of digital hospitals including clinical and administrative requirements. Further, it allows the addition of a scoring calculation for each capability, domain, and the overall infrastructure, and it identifies critical requirements to meet each of the maturity levels.ConclusionsThis new Infrastructure Maturity Assessment framework will allow digital hospitals to assess the maturity of their infrastructure in terms of their digital transformation aligning to business outcomes and supporting the desired level of clinical and operational competency. It provides the ability to establish an international benchmark of hospital infrastructure performance, while identifying weaknesses in current infrastructure capability. Further, it provides a business case justification through increased functionality and a roadmap for subsequent digital transformation while moving from one maturity level to the next. As such, this framework will encourage and guide information-driven, digital transformation in health care.

ObjectiveUser-centered design (UCD) is essential in developing healthcare technologies that effectively address user needs, particularly in vulnerable populations. Although UCD traditionally emphasizes direct user involvement, challenges arise when individuals face cognitive, emotional, or structural barriers to participation. In medical settings, integrating UCD with inclusive design principles has been crucial to ensuring equitable healthcare solutions.MethodsBased on our expertise and a narrative review, we identified challenges and results in UCD approaches in digital health.ResultsThe findings reveal key principles for applying UCD in digital health, emphasizing the importance of early user engagement, accessibility, and interdisciplinary collaboration. Studies demonstrate that active involvement of end-users (patients, healthcare providers, and caregivers) through qualitative methods such as interviews, surveys, and usability testing, ideally following iterative design cycles, is critical for designing effective and inclusive digital tools. Accessibility considerations, particularly for vulnerable populations, and integration of digital tools into clinical workflows play an essential role in the process.ConclusionTo address these challenges, we propose a structured UCD framework for “user–patient–human-friendly” digital transformation in healthcare that guides the development of digital health technologies from initial user research to long-term evaluation. The framework provides a roadmap for designing solutions that are adaptable, inclusive, and sustainable, ensuring that healthcare technologies align with the needs of diverse populations.

Digital transformation in healthcare is implemented through a technology-based approach to improve patient-centered care. In relation to marketing strategic planning, digital transformation is included within the marketing mix of product, promotion, and place. Assessment of healthcare technology development can be based on seven major areas, which are 1) Integrated management of information technology in health; 2) Medical images; 3) Electronic Medical Record; 4) Information technology and portable devices in health; 5) Access to e-Health; 6) Telemedicine; and 7) Privacy of medical data. Digital transformation in Siloam Hospitals Palangka Raya has shown to improve cost efficiency and work process flow, although its adoption rate is not satisfactory enough. This is related to the understanding of society regarding technology. However, digital transformation can be used as part of marketing strategy to increase hospital visits.

PurposeSo far, most of the literature on logistics social responsibility (LSR) has prioritized the examination, classification of and adaption toward positive LSR practices instead of investigating necessary logistics service providers’ capabilities to implement LSR strategies. Therefore, the purpose of this paper is to contribute to theory by an assessment of LSR and its linkages to dynamic capabilities theory to gain insights into how logistics service providers can foster an enhanced application of LSR practices.Design/methodology/approachThe paper is conceptual and grounded on dynamic capabilities theory. Relevant literature from logistics management, supply chain management and sustainable supply chain management (SSCM) as well as dynamic capabilities was examined to build upon existing theory by conceptualizing LSR from a dynamic capabilities perspective. In addition, propositions for future research are presented based on the conceptual model.FindingsWith regards to the controversial discussion in the literature about the direct link between dynamic capabilities and competitive advantage as well as the necessary degree of heterogeneity of dynamic capabilities, the conceptualization of LSR from a dynamic capabilities perspective adds new elements to this discussion. Considering long-term or even sustainable competitive advantage, the current degree of homogeneity across logistics services might hinder a sustainable advantage in the long run and demands for more advanced logistical capabilities. In this line, it is important to understand and utilize the causal relationships between different logistical resources and capabilities to achieve a unique long-term advantage allowing logistics service providers to further enhance LSR practices.Practical implicationsDue to the current role of logistics service providers, they should not just foster their resources focusing on the relationship to the focal firm, but they should also develop and implement new logistical capabilities derived from SSCM-related dynamic capabilities to design alternative service portfolio extensions and new business models.Originality/valueAlthough dynamic capabilities have been studied intensively in the last two decades, the causal relationships between different logistical resources and necessary dynamic capabilities to achieve advantages by enhancing LSR practices still lack conceptualization. To build on the understanding of LSR, the paper at hand presents a conceptual framework explaining LSR and SSCM practices through the lens of dynamic capabilities theory.

The increasing significance of digital health services necessitates a sustained learning process. This study explores the linkage between motivation and the opportunity to actively participate in designing new concepts and competencies, emphasizing sustained learning as a dynamic capability. We conducted two focus group discussions with 21 participants. The collected data were analyzed and categorized using NVivo software. Our findings highlight the applicability of the Ability, Motivation, and Opportunity (AMO) model in digital transformation within healthcare. The role of first movers or early adopters emerges, driving innovation and inspiring broader adoption in the sector. Building digital competencies must be accessible and seamless, ensuring knowledge access and practical learning concepts. We advocate for integrating all stakeholders to foster a shared vision and comprehensive approach to digital implementation. Professional contexts significantly influence motivation, reinforcing the importance of autonomy in selecting learning strategies. This paper theoretically links the AMO Model to dynamic capabilities, clarifying how ability, motivation, and opportunity affect human resources development in healthcare. Relevant stakeholders must be engaged by providing tailored, practice-integrated learning initiatives that align with real-world healthcare challenges.

Linking manufacturing digitalization and technological Innovation: The mediating role of dynamic capabilities

Digital transformation has fundamentally changed the way employees are managed and how companies strategize. In Indonesia, particularly among small and medium-sized enterprises (SMEs), the level of readiness to utilize technology remains low due to limited financial resources, a limited understanding of digital technologies, and restricted access to technology facilities. This study seeks to combine three main theories: “Resource-Based View (RBV), Dynamic Capabilities Theory (DCT), and Social Cognitive Theory (SCT)” to explain the role of HR readiness in improving company performance in the digital era. This study employs the Systematic Literature Review (SLR) method, collecting articles from sources such as Scopus, Emerald Insight, and SpringerLink, spanning the years 2019 to 2025. The results indicate that HR readiness acts as a bridge between strategic resources, the company's adaptive capabilities, and social learning behaviors. The combination of dynamic capabilities, digital leadership, and self-confidence in the face of digital change provides a sustainable competitive advantage. This study concludes that to succeed in digital transformation, companies must implement a human-centered approach that integrates strategy, technology, and human resource development.

Medical Technologies develop along with the development of the Industrial Revolution 4.0 (I.R. 4.0). In I.R. 4.0, a collaborative ecosystem is formed between cyber technology and automation technology to be able to create "intelligent" systems to facilitate various human activities, including activities related to health. The most important thing in the system is data since it is the basis for the development of various key icons technologies in the I.R. 4.0: Cloud Computing, Internet of Things (IoT), Big Data, Artificial Intelligence (Al), Augmented Reality, and Cyber Security. Unfortunately, with the variety of I.R. 4.0 products, the data produced by these products is also scattered everywhere. Misuse of this scattered data—which the owner may not even know where the data are stored—can harm the individual concerned, and even the very existence of the state. Healthcare services now are undergoing Digital Transformation in which these data were needed to build high-quality services. The Health Digital Transformation strategy changes the direction of health services to be simpler and easier to use by the public, increasing efficiency, and thus providing a higher quality health service system so that it can trigger better economic growth. On the regulatory aspect, The Private Data Protection Bill was proposed by the Indonesian government to protect the data of the Indonesian people. Literature studies are used to obtain knowledge between the three: technology development, digital transformation in healthcare, and private data protection. This study seeks how important private data protection regulation is to realize digitally transformed healthcare. The study conducted indicates Private Data Protection Bills have the means to guarantee the rights of the data owner and prevent their data (including medical intelligence data) to be misused.