Managing operational resilience during the implementation of digital transformation in healthcare organisational practices

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dc.contributor.authorAltman Ferreira P.S.
dc.date.accessioned2024-12-01T06:12:11Z
dc.date.available2024-12-01T06:12:11Z
dc.date.issued2024
dc.description.abstract© 2024, Emerald Publishing Limited.Purpose: The aim of this study is to investigate ways in which healthcare organisations can successfully maintain operational resilience within intricate and varied engagements during digital transformation processes. Design/methodology/approach: The present research applied cultural-historical activity theory as the theoretical framework and the ethnographic account as an approach and strategy to interpret and understand the operational resilience of digital transformation tools in daily practices. Fieldwork was based on the research technique of shadowing, whereby the researcher closely accompanied the participants to record their conduct, activities and exchanges. Findings: Research results propose that effective operational resilience management in the implementation of digital transformation projects is based on (1) identifying and interpreting internal contradictions in everyday interactions as opportunities for capability developments; (2) navigating through multiple sites in fast and improvised movements, which derives in distributed and emergent practices; (3) interplaying between dyadic interactions and networked dependencies, which is achieved through the articulation of varied interests and (4) implementing novel intermediary tools, roles and regulations that facilitate the reduction of disturbances. Originality/value: The propositions of the present study indicate that the management of operational resilience extends beyond conventional adaptive and socio-technical models in healthcare services. The study emphasises the significance of expressing and converting differing interests into mutual advantages. It additionally demonstrates the intricacy of this obstacle, as it entails navigating through uncertain information, concealed interpretations and conflicting interests.
dc.identifier.doi10.1108/JHOM-04-2024-0155
dc.identifier.issnNone
dc.identifier.urihttps://dspace.mackenzie.br/handle/10899/39802
dc.relation.ispartofJournal of Health Organization and Management
dc.rightsAcesso Restrito
dc.subject.otherlanguageCultural-historical activity theory
dc.subject.otherlanguageDigital transformation
dc.subject.otherlanguageHealthcare services
dc.subject.otherlanguageOperational resilience
dc.titleManaging operational resilience during the implementation of digital transformation in healthcare organisational practices
dc.typeArtigo
local.scopus.citations0
local.scopus.eid2-s2.0-85208810551
local.scopus.subjectAnthropology, Cultural
local.scopus.subjectDelivery of Health Care
local.scopus.subjectDigital Technology
local.scopus.subjectHumans
local.scopus.subjectOrganizational Innovation
local.scopus.updated2025-04-01
local.scopus.urlhttps://www.scopus.com/inward/record.uri?partnerID=HzOxMe3b&scp=85208810551&origin=inward
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