Organizational Agility and Economic Performance in the Private Healthcare Sector: A Systematic Literature Review and Future Research Agenda
|
|
|
| Authors: |
|
| Pages: | 148 : 167 |
| Abstract: | Private healthcare organizations operate under persistent technological, competitive, regulatory, workforce, and demand-side pressures. In this environment, organizational agility has become a relevant explanatory construct for understanding how providers sense change, make timely decisions, reconfigure resources, and adapt service delivery. Yet the economic consequences of agility in private healthcare remain less consolidated than its operational, workforce, supply-chain, and resilience implications. This article synthesizes the literature on organizational agility in healthcare through the lens of dynamic capabilities and develops a research agenda centered on economic performance. The review integrates foundational organizational-agility research with healthcare-specific systematic reviews and empirical studies. The synthesis shows that healthcare agility is multidimensional and commonly appears as organizational, workforce, supply-chain, strategic, digital, or treatment agility. Evidence generally associates agility with improved responsiveness, innovation, resilience, employee outcomes, operational performance, and organizational performance, but direct evidence using objective economic indicators in private clinics is scarce. Four gaps are particularly salient: insufficient separation of private from public providers; inconsistent construct measurement; reliance on perceptual performance measures; and limited testing of mediating mechanisms that convert responsiveness into economic value. Building on these findings, the article proposes an integrated framework in which digital capability, leadership, knowledge processes, workforce flexibility, and environmental sensing enable organizational agility; agility then affects economic performance through resource utilization, operational efficiency, innovation, and service responsiveness. The paper concludes with testable propositions and a methodological agenda for future studies using clinic-level financial and operational data. |
| JEL classification: | I11, L25, M10, O33 |
|
|
I11, L25, M10, O33
